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Implanted Decision‐Making: American Owned Firms In Britain [I]

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  • Geoffrey R. Mallory
  • Richard J. Butler
  • David Cray
  • David J. Hickson
  • David C. Wilson

Abstract

decision‐making processes are compared in American and British subsidiaries in Britain to investigate how far processual characteristics as distinct from structural features, may be implanted in subsidiaries abroad. Managements in the British owned subsidiaries tend to route their biggest decisions through the formalities of standing committees in conformity with customary procedures, taking a comparatively long time to do so. Managements in the American owned subsidiaries tend to rely on informally assembled working groups which help to arrive at a decision comparatively rapidly through a process which does not ostensibly follow any recognized procedure. The British mode is formal within a non‐formalized customary pattern, the American mode informal within a formalized frame.

Suggested Citation

  • Geoffrey R. Mallory & Richard J. Butler & David Cray & David J. Hickson & David C. Wilson, 1983. "Implanted Decision‐Making: American Owned Firms In Britain [I]," Journal of Management Studies, Wiley Blackwell, vol. 20(2), pages 191-211, April.
    • Handle: RePEc:bla:jomstd:v:20:y:1983:i:2:p:191-211
    DOI: 10.1111/j.1467-6486.1983.tb00204.x
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