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The British Motor Industry, 1945-1994A Case Study in Industrial Decline$
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Timothy Whisler

Print publication date: 1999

Print ISBN-13: 9780198290742

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780198290742.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 09 March 2021

The Final Stage in the Indigenous Development Path: British Leyland under Edwardes, 1977–1979

The Final Stage in the Indigenous Development Path: British Leyland under Edwardes, 1977–1979

Chapter:
(p.135) 4 The Final Stage in the Indigenous Development Path: British Leyland under Edwardes, 1977–1979
Source:
The British Motor Industry, 1945-1994
Author(s):

Timothy R. Whisler

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198290742.003.0005

Michael Edwardes assumed the chair and managing directorship of British Leyland on 25 October 1977. This chapter discusses the first two years of the Edwardes era. Edwards adhered to the corporate strategy outlined in the 1977 NEB review. The fundamental principles of this could be traced through Ryder and Stokes to Lord, Austin, and Nuffield. Edwardes, however, was increasingly sceptical of the corporation's strategic and institutional path. The findings of the more sophisticated internal information systems and several corporate and external studies revealed to senior management how little control it had over corporate operations and performance. The internal and comparative findings gradually led Edwardes to the most important decision of his entire tenure. Edwardes concluded that restoring BL to profitability required not only formal strategic and operational changes, but also radical alterations to informal labour and managerial institutions.

Keywords:   Michael Edwardes, British Leyland, Edwardes era, NEB review, corporate strategy

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