FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W1787550360> ?p ?o ?g. }

• W1787550360 abstract "Between 1945 and 1985 the power relation between multinationals and national governments in the developed world evolved from a favorable bargaining position for the latter, to an equilibrium between the two parties from the 1970s onwards. The most notable reasons for this change were the rise of the service sector – which is not territorially bound – the deregulation of financial markets, liberalization of the economy, cheaper transport and communication, booming developing countries which could offer much cheaper labor and less regulations than developed countries could, and the subsequent transformation of multinational companies into transnational companies. Ford Motor Company (FMC) has been an excellent example of this development. The company followed the general pattern quite closely. Some of its subsidiaries felt this because they were located in countries with high labor costs and many regulations. Ford Netherlands, for example, had to close down in 1981 when headquarters in Detroit did not think the Dutch subsidiary could be very profitable to them anymore – it had been making losses for a number of years already. Rather FMC wanted to invest in countries with cheaper labor, like Spain, from where they could easily deliver their products to the Dutch market because of the European Common Market and ever declining transportation costs. Some multinationals did still see some use in the Dutch economy. The Dow Chemical Company designed the strategy for its Dutch subsidiary thirty years later than FMC. Therefore, they were able to take European integration and globalization into account, and were not bothered by the small Dutch consumer market. Rather, they saw many advantages in the Dutch stable political climate, its excellent (legal) infrastructure, high level of education, and favorable geographical position, to name but a few positive aspects. The result was that the Dutch Dow subsidiary was assigned a key role in Dow’s European strategy. This was definitely not the case for the Dutch Ford subsidiary, which was a relatively insignificant pawn, easily closed down.Besides the distinct corporate strategies, there were other factors which contributed to the very different power relations between Ford and the Dutch national government on the one hand, and Dow Chemical and The Hague on the other hand. These were location and sector. Dow’s most important Dutch site was in Terneuzen, a very rural part of the Netherlands with many employment problems, while Ford’s assembly plant was located in the capital of Amsterdam, which had much less employment issues. Being vital for the region’s economy strengthened the bargaining position of Dow, but being much less important for Amsterdam weakened Ford’s. A similar argument can be made concerning the role of sector. The automobile sector was very troubled throughout most of the period from 1945 until 1985, while the chemical sector was healthy and strong; it weakened Ford’s but strengthened Dow’s position. Other important factors influencing the power relations between these two multinationals and the The Hague were the nature of the subsidiary – a mere assembly factory (Ford) or a completely integrated production plant (Dow) – and the role of state-owned or state-backed competitors. How all the mentioned factors influenced the power relations between Ford, Dow Chemical, and The Hague between 1945 and 1985 has been assessed through six case studies – two for Ford, for four Dow – each concerned with a conflict between the particular multinational and the Dutch national government." @default.
• W1787550360 created "2016-06-24" @default.
• W1787550360 creator A5026817116 @default.
• W1787550360 date "2011-12-23" @default.
• W1787550360 modified "2023-09-26" @default.
• W1787550360 title "Ford, Dow, The Hague" @default.
• W1787550360 hasPublicationYear "2011" @default.
• W1787550360 type Work @default.
• W1787550360 sameAs 1787550360 @default.
• W1787550360 citedByCount "0" @default.
• W1787550360 crossrefType "journal-article" @default.
• W1787550360 hasAuthorship W1787550360A5026817116 @default.
• W1787550360 hasConcept C10138342 @default.
• W1787550360 hasConcept C126071100 @default.
• W1787550360 hasConcept C136264566 @default.
• W1787550360 hasConcept C144133560 @default.
• W1787550360 hasConcept C155202549 @default.
• W1787550360 hasConcept C158016649 @default.
• W1787550360 hasConcept C162324750 @default.
• W1787550360 hasConcept C198082294 @default.
• W1787550360 hasConcept C2119116 @default.
• W1787550360 hasConcept C34447519 @default.
• W1787550360 hasConcept C58823610 @default.
• W1787550360 hasConcept C78780426 @default.
• W1787550360 hasConceptScore W1787550360C10138342 @default.
• W1787550360 hasConceptScore W1787550360C126071100 @default.
• W1787550360 hasConceptScore W1787550360C136264566 @default.
• W1787550360 hasConceptScore W1787550360C144133560 @default.
• W1787550360 hasConceptScore W1787550360C155202549 @default.
• W1787550360 hasConceptScore W1787550360C158016649 @default.
• W1787550360 hasConceptScore W1787550360C162324750 @default.
• W1787550360 hasConceptScore W1787550360C198082294 @default.
• W1787550360 hasConceptScore W1787550360C2119116 @default.
• W1787550360 hasConceptScore W1787550360C34447519 @default.
• W1787550360 hasConceptScore W1787550360C58823610 @default.
• W1787550360 hasConceptScore W1787550360C78780426 @default.
• W1787550360 hasLocation W17875503601 @default.
• W1787550360 hasOpenAccess W1787550360 @default.
• W1787550360 hasPrimaryLocation W17875503601 @default.
• W1787550360 hasRelatedWork W171654561 @default.
• W1787550360 hasRelatedWork W201669455 @default.
• W1787550360 hasRelatedWork W2026530354 @default.
• W1787550360 hasRelatedWork W212166409 @default.
• W1787550360 hasRelatedWork W212865087 @default.
• W1787550360 hasRelatedWork W2147689590 @default.
• W1787550360 hasRelatedWork W2152190211 @default.
• W1787550360 hasRelatedWork W2169205165 @default.
• W1787550360 hasRelatedWork W2319398122 @default.
• W1787550360 hasRelatedWork W2334387445 @default.
• W1787550360 hasRelatedWork W2492709651 @default.
• W1787550360 hasRelatedWork W2773242436 @default.
• W1787550360 hasRelatedWork W280123301 @default.
• W1787550360 hasRelatedWork W39575453 @default.
• W1787550360 hasRelatedWork W572730379 @default.
• W1787550360 hasRelatedWork W948214887 @default.
• W1787550360 hasRelatedWork W1522758889 @default.
• W1787550360 hasRelatedWork W2184873588 @default.
• W1787550360 hasRelatedWork W244706495 @default.
• W1787550360 hasRelatedWork W3129238896 @default.
• W1787550360 isParatext "false" @default.
• W1787550360 isRetracted "false" @default.
• W1787550360 magId "1787550360" @default.
• W1787550360 workType "article" @default.