Industrial Restructuring and the State: the Case of MG Rover

2005 ◽  
Vol 20 (4) ◽  
pp. 360-371 ◽  
Author(s):  
Nigel Berkeley ◽  
Tom Donnelly ◽  
David Morris ◽  
Martin Donnelly
Keyword(s):  
Product Development ◽  
Automotive Industry ◽  
Market Failure ◽  
International Markets ◽  
Industrial Restructuring ◽  
Secular Decline ◽  
The Uk ◽  
Government Initiative ◽  
The Phoenix

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.

Formulating Industrial Policy

2019 ◽  
Vol 250 ◽  
pp. R47-R53
Author(s):  
Tim Besley ◽  
Richard Davies
Keyword(s):  
Market Failure ◽  
Data Driven ◽  
Executive Summary ◽  
Structural Weakness ◽  
The Face ◽  
Data Driven Approach ◽  
Economic Contribution ◽  
The Government ◽  
The Uk

Executive SummaryAlongside the challenge of maintaining economic competitiveness in the face of great uncertainty, Brexit brings an opportunity for the government to set out a new industrial strategy. The case for doing so rests on the need to address areas of persistent structural weakness in the UK economy, including low productivity. But it is important that any new industrial strategy be based on appropriately granular data reflecting the real structure of the UK corporate sector: the overwhelmingly preponderant role of services as opposed to manufacturing, for example; the importance of young, fast-growing firms as opposed to SMEs; the relatively high failure rate of companies in the UK; and the relative lack of successful mid-sized firms. Such a data-driven approach might spawn an industrial strategy quite different from the piecemeal programmes of recent years.Internationally, the UK is a laggard in this area, and the recently-created Industrial Strategy Council does not look strong enough to change that position. To move forward, the government needs to make industrial strategy a central plank of economic policy, embedded at the heart of the administration with its own staff and funding, and operations based on a comprehensive review of the economic contribution and potential of various types of firm. Needless to say, it cannot be a substitute for a continuing commitment to competition and markets, or a stalking horse for protectionism: interventions should be justified by carefully-argued market failure arguments, be time-limited, and transparently evaluated.

Creativity Just in Time? The Role of Delivery Precision in Product Development

2015 ◽  
Vol 12 (05) ◽  
pp. 1550026
Author(s):  
Katarina Lund Stetler
Keyword(s):  
Product Development ◽  
Automotive Industry ◽  
Lead Time ◽  
Project Planning ◽  
Survey Study ◽  
Just In Time ◽  
Lead Times ◽  
The Creation ◽  
The Relationship

This paper presents the results from a quantitative survey study in the research and development (R&D) department of company in the automotive industry. The focus of the study has been on exploring the relationship between delivery precision and creativity. Given today's increasingly competitive market, companies must be able to both cut lead times and maintain high creativity and innovativeness in the organization. This study is an attempt to increase our understanding of how one means of cutting lead time, the imposition of high demands on delivery precision, is related to the creation of novel ideas in the industrialization phase of product development. The results point to an interesting relationship in which the imposition of high demands on delivery precision actually increases the perception of the creation of novel ideas. The results have implications for project planning and the role of time dedicated to exploratory tasks in product development.

Role of European Automotive Supplier Integration in New Product Development

2011 ◽  
Vol 2 (3) ◽  
pp. 1-25
Author(s):  
Chanan S. Syan ◽  
Anthony S. White
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Automotive Industry ◽  
New Product ◽  
Product Development Process ◽  
Supplier Integration ◽  
Significant Step ◽  
Reducing Costs ◽  
The Eu

Over the past two decades, the automotive industry has experienced major changes as a result of globalisation, changing customer requirements and environmental legislation. The supplier integration in the new product development process is a significant step in facilitating reduction in the time to market of innovations and reducing costs. The aim of this work is to assess the extent of supplier integration in automotive organisations and to identify what barriers still exist. An exploratory Europe-wide survey was conducted, and 31 usable returns from automotive organisations spread across the EU. The survey confirmed the increasing importance of supplier integration in the automotive industry; however, the practice varies from organisation to organisation. They also indicate that most automobile manufacturers are engaged in functional rather than strategic supplier integration, indicating that the supplier integration is not yet fully developed, but progress in the first tier of suppliers is becoming common.

scholarly journals Rethinking the role of regulation in the aftermath of the global financial crisis: The case of the UK

2011 ◽  
Vol 58 (3) ◽  
pp. 407-423 ◽  
Author(s):  
David Slattery ◽  
Joseph Nellis
Keyword(s):  
Financial Crisis ◽  
Market Failure ◽  
Global Financial Crisis ◽  
Conceptual Approach ◽  
New Approach ◽  
Regulatory Systems ◽  
Alternative State ◽  
The Global Financial Crisis ◽  
The Uk

Following the global financial crisis, many countries have embarked on fundamental reviews of their regulatory systems in an attempt to identify the causes of the near collapse in financial systems and to pave the way for a new approach to regulation. The focus of this paper concerns the intellectual assumptions on which previous regulatory approaches have largely been built, both in the UK and in a number of other countries. We examine the analysis provided by the UK?s Turner Review (2009) which follows the ?market failure? approach to regulation and we contrast this with the alternative ?state failure? approach. Both approaches only offer partial and polarised views into the causes of the crisis. We offer a synthesis and argue that a new conceptual approach to the management of financial markets is required. The essence of this new approach is the recognition that the state and regulation are not external to the market. While this paper largely relates to the UK, it provides potentially important lessons for many other countries.

Role of European Automotive Supplier Integration in New Product Development

2013 ◽  
pp. 178-201 ◽  
Author(s):  
Chanan S. Syan ◽  
Anthony S. White
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Automotive Industry ◽  
New Product ◽  
Product Development Process ◽  
Automotive Supplier ◽  
Supplier Integration ◽  
Significant Step ◽  
Reducing Costs

Over the past two decades, the automotive industry has experienced major changes as a result of globalisation, changing customer requirements and environmental legislation. The supplier integration in the new product development process is a significant step in facilitating reduction in the time to market of innovations and reducing costs. The aim of this work is to assess the extent of supplier integration in automotive organisations and to identify what barriers still exist. An exploratory Europe-wide survey was conducted, and 31 usable returns from automotive organisations spread across the EU. The survey confirmed the increasing importance of supplier integration in the automotive industry; however, the practice varies from organisation to organisation. They also indicate that most automobile manufacturers are engaged in functional rather than strategic supplier integration, indicating that the supplier integration is not yet fully developed, but progress in the first tier of suppliers is becoming common.

Management of deradicalisation in the UK: reflections of a clinical psychologist

2019 ◽  
Vol 4 (1) ◽  
Author(s):  
Feryad A. Hussain
Keyword(s):  
Clinical Psychologist ◽  
Healthcare Team ◽  
Psychosocial Issues ◽  
Muslim Community ◽  
Home Office ◽  
Terrorist Groups ◽  
Violent Action ◽  
Clinical Counselling ◽  
The Uk

Radicalisation to violent action is not just a problem in foreign lands. Research has identified numerous politico–psychosocial factors to explain why young people from the UK are now joining terrorist groups such as ISIS. Our understanding has been expanded by the accounts of “returnees” who have subsequently either self-deradicalised or joined a government deradicalisation programme in the role of an Intervention Provider (IP). These individuals are now key to the deradicalisation programme. This article presents the reflections of a clinical psychologist who worked within a social healthcare team managing psychosocial issues related to radicalisation, in conjunction with an allocated IP. The project involved individuals from the Muslim community and, as such, issues discussed are specific to this group. It is acknowledged that the process in general is universally applicable to all groups though specifics may vary (under Trust agreement, details may not be discussed). This article also aims to share basic information on the current Home Office deradicalisation programme and raises questions about the current intervention. It also offers reflections on how the work of IPs may be facilitated and supported by clinical/counselling psychologists and psychotherapists.

Role of agile methodology for software product development

2018 ◽  
Vol 6 (5) ◽  
pp. 424-427
Author(s):  
Jyoti Kharade ◽  
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...  
Keyword(s):  
Product Development ◽  
Agile Methodology ◽  
Software Product
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