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Multinationals and the Dutch Business System: The Cases of Royal Dutch Shell and Sara Lee

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  • Sluyterman, Keetie
  • Wubs, Ben

Abstract

The impact of the strategies of multinational companies on the Dutch business system during the twentieth century is described in relation to two fi rms. The fi rst case examines the attitude of the Dutch (in this example, Anglo-Dutch) parent company Royal Dutch Shell toward its international subsidiaries. The second looks at the approach taken by the American company Sara Lee toward its Dutch subsidiary, Douwe Egberts. Until the 1980s, both companies were prepared to adjust their organizations to national traditions and ambitions. However, when these nationally based global fi rms came under pressure during that decade, both changed their organizational structures. Their actions can be seen both as responses to globalization and as attempts to advance that process by simultaneously building international institutions and changing elements of the national business system in the Netherlands.

Suggested Citation

  • Sluyterman, Keetie & Wubs, Ben, 2010. "Multinationals and the Dutch Business System: The Cases of Royal Dutch Shell and Sara Lee," Business History Review, Cambridge University Press, vol. 84(4), pages 799-822, January.
    • Handle: RePEc:cup:buhirw:v:84:y:2010:i:04:p:799-822_00
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    Cited by:

    1. Rana, Mohammad B. & Morgan, Glenn, 2019. "Twenty-five years of business systems research and lessons for international business studies," International Business Review, Elsevier, vol. 28(3), pages 513-532.
    2. Pierre Eng, 2017. "European Integration and Australian Manufacturing Industry: The Case of Philips Electronics, 1960s–1970s," Australian Economic History Review, Economic History Society of Australia and New Zealand, vol. 57(2), pages 217-238, July.

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