This study has demonstrated that the strategy, operations, and performance of the British-owned motor firms were distinctive from their international and multinational rivals. While scholars have rightly noted many of the symptoms of decline of British-owned car makers, they have not emphasized that pervasive, interrelated, and historic institutional matrices were the cause of the industry's downfall. Management and labour were unable and unwilling to adapt their corporate strategies, institutions, and beliefs to the changing demands of the post-war environment.
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