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Enterprise vs product logic: The Industrial Reorganisation Corporation and the rationalisation of the British electrical/electronics industry

Enterprise vs product logic: The Industrial Reorganisation Corporation and the rationalisation of the British electrical/electronics industry
Enterprise vs product logic: The Industrial Reorganisation Corporation and the rationalisation of the British electrical/electronics industry
This paper examines how the corporate economy was shaped by government intervention through the facilitation of mergers by the Industrial Reorganisation Corporation (IRC) during the late 1960s. We focus on the IRC-led realignment of the electrical/electronics sector applying a conceptual framework to archival material relating to this sector. We find evidence that the mergers were informed by an enterprise-level view of the market while disregarding product-level decision-making and conclude that the IRC vision for the sector widely ignored the product-level logic associated with the designing, making and selling functions. Instead, they relied on assessments of enterprise-level management character.
0007-6791
1236-1257
Gandy, Anthony
bbc048d2-d68d-4914-a846-00da4741336a
Edwards, Roy
d9657b8a-64c6-4d95-8884-39ac6bf1d9ad
Gandy, Anthony
bbc048d2-d68d-4914-a846-00da4741336a
Edwards, Roy
d9657b8a-64c6-4d95-8884-39ac6bf1d9ad

Gandy, Anthony and Edwards, Roy (2019) Enterprise vs product logic: The Industrial Reorganisation Corporation and the rationalisation of the British electrical/electronics industry. Business History, 61 (7), 1236-1257. (doi:10.1080/00076791.2018.1462796).

Record type: Article

Abstract

This paper examines how the corporate economy was shaped by government intervention through the facilitation of mergers by the Industrial Reorganisation Corporation (IRC) during the late 1960s. We focus on the IRC-led realignment of the electrical/electronics sector applying a conceptual framework to archival material relating to this sector. We find evidence that the mergers were informed by an enterprise-level view of the market while disregarding product-level decision-making and conclude that the IRC vision for the sector widely ignored the product-level logic associated with the designing, making and selling functions. Instead, they relied on assessments of enterprise-level management character.

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GEC EE Revisions March 2018 v5 not anon - Accepted Manuscript
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Accepted/In Press date: 5 April 2018
e-pub ahead of print date: 3 May 2018
Published date: 2019

Identifiers

Local EPrints ID: 419947
URI: http://eprints.soton.ac.uk/id/eprint/419947
ISSN: 0007-6791
PURE UUID: a51d961d-4c5a-4916-81e5-ff2c7691e31c

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Date deposited: 24 Apr 2018 16:30
Last modified: 05 Nov 2019 05:22

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