Abstract
Empirical research is scarce to answer the concerns of governments, unions and public opinion at large, concerning how multinationals make decisions to restructure their international strategic portfolio or close plants overseas to ensure long-run competitiveness. Based on three in-depth analyses of different types of restructing decisions, the author concludes that the foreign subsidiaries seem to carry most of the decisionmaking effort for their own plant closures, while for strategic portfolio readjustments during which they change owners, they are not consulted.
This is a preview of subscription content, log in via an institution to check access.
Similar content being viewed by others
Author information
Authors and Affiliations
Additional information
*Michel Ghertman is Professor of Strategic Management & International Business at the Centre HEC-ISA, France. His most noteworthy publications include: An Introduction to the Multinationals (London: Macmillan, 1985); Les Multinationales, collection “Que saisje?” (Paris: P.U.F., 1983–85); and La Prise de Decision (Paris P.U.F., 1981). He was director of the Institute of Research on Multinationals (IRM-Paris), 1980–83; and is the founding editor of the IRM-Wiley Series on Multinationals.
Rights and permissions
About this article
Cite this article
Ghertman, M. Foreign Subsidiary and Parents' Roles During Strategic Investment and Divestment Decisions. J Int Bus Stud 19, 47–67 (1988). https://doi.org/10.1057/palgrave.jibs.8490374
Received:
Revised:
Accepted:
Published:
Issue Date:
DOI: https://doi.org/10.1057/palgrave.jibs.8490374