Industrial restructuring and state: The case of MG Rover

Nigel Berkeley; Tom Donnelly; David Morris; Martin Donnelly

doi:10.1080/02690940500286594

Industrial restructuring and state: The case of MG Rover

Nigel Berkeley, Tom Donnelly, David Morris, Martin Donnelly

College of Business & Law

Research output: Contribution to journal › Article › peer-review

6 Citations (Scopus)

Abstract

MG Rover was the final name by which the British Leyland Motor Corporation (BLMC) became known. BLMC had been formed in 1968 upon a government initiative to strengthen the UK's automotive industry so that it could compete effectively with the American and other European multinationals in international markets. Within six years BLMC teetered on bankruptcy and was all but nationalised. This paper traces the ongoing secular decline of BLMC through its various stages down to the eventual closure of the Longbridge plant in 2005. In particular it will look at key themes such as investment, output, product development and market failure. In particular, there will be examination of the role of the various owners of Rover such as British Aerospace, BMW and the Phoenix Consortium as well as the part played by the UK government in the company's eventual downfall.

Original language	English
Pages (from-to)	360-371
Number of pages	12
Journal	Local Economy
Volume	20
Issue number	4
DOIs	https://doi.org/10.1080/02690940500286594
Publication status	Published - 1 Nov 2005

Keywords

corporations
corporate reorganizations
international business enterprises
international markets
organizational structure

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AU - Morris, David

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KW - corporate reorganizations

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KW - organizational structure

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JO - Local Economy

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Industrial restructuring and state: The case of MG Rover

Abstract

Keywords

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