Gerarda Westerhuis

Changing national business systems:Corporate governance and financing in the Netherlands, 1945-2005

This study traces the evolution of corporate governance and financing structures in the Netherlands during the second half of the twentieth century. A description of Dutch shareholder rights, fi nancing structures, and networks of directors reveals the changes that have occurred in many aspects of the Dutch corporate system over the course of six decades. The case of Royal Ahold illustrates some of the developments that have taken place. Most indicate a transition from a coordinated market economy to a more liberal system. The internationalization of the Dutch economy, which has played an important role in the transition of the system, is reflected in the expansion of Dutch firms beyond the national borders and in the growing number of foreign investors in Dutch fi rms.

Strategic responses to global challenges: The case of European banking, 1973–2000

In applying a strategy, structure, ownership and performance (SSOP) framework to three major clearing banks (ABN AMRO, UBS, Barclays), this article debates whether the conclusions generated by Whittington and Mayer about European manufacturing industry can be applied to the financial services sector. While European integration plays a key role in determining strategy, it is clear that global factors were far more important in determining management actions, leading to significant differences in structural adaptation. The article also debates whether this has led to improved performance, given the problems experienced with both geographical dispersion and diversification, bringing into question the quality of decision-making over the long term.

Strategy, Ideology, and Structure: The Political Processes of Introducing the M-form in two Dutch Banks

Purpose – The broader aim of the research is to better understand the origins of firm heterogeneity in terms of strategy and structure, looking beyond convergence pressures resulting from economic and institutional forces. Design/methodology/approach – To identify firm-specific differences, the paper uses an in-depth analysis of two matched cases, comparing the introduction of diversification strategies and decentralized organizational structures in two Dutch banks. Based on detailed archival research it tries to understand how different outcomes were shaped by political processes involving a variety of internal and external actors. Findings – The research shows the importance of these processes and, in particular, the role of management succession as a trigger for organizational changes as well as the potential power of management consultants based on a combination of their own “political” skills and the opportunity provided by internal divisions. Moreover, the study confirms the view that organizational change requires a change in dominant ideology. Research limitations/implications – The research was able to go beyond the limitations of extant studies based on cross-sectional data or single cases. It demonstrates the usefulness of historical analysis when examining changes in strategy and structure. Its results need to be confirmed by conducting similar studies in different contexts. Originality/value – The paper provides new insights into the complex and dynamic processes of organizational change and shows how external consultants – within a specific set of circumstances – were able to manage these processes. The results are valuable to scholars studying organizational change and those looking at consultants and their role. They might also provide insights for practicing managers working or planning to work with consultants.

The managerialization of banking: from blueprint to reality

This paper shows how banks in the USA and Western Europe became more managerial during the late 1960s and 1970s, due to the adoption of a multidivisional organizational structure, originally pioneered by industrial enterprises in the 1920s. This meant the introduction of a more elaborate hierarchy with more autonomy as well as accountability for all levels, including the branches, which were supposed to generate profits through more ‘aggressive’ marketing and selling, while the center exercised control through explicit management tools, including budgeting and planning. As this paper also shows, these changes were actively promoted by consultancies, and in particular McKinsey, which had developed a blueprint of a ‘modern’ banking organization that it subsequently implemented in a large number of banks – a process that this paper illustrates through an in-depth case study of the Dutch Amsterdam-Rotterdam (AMRO) bank. More generally, insights from this paper query an established timeline that links the more aggressive, even reckless behavior of banks with deregulation since the 1980s and also casts some doubt on the notion – often sustained by consultants – that management ideas and practices can easily be transferred from one sector to another.

Strategic and structural responses to international dynamics in the open Dutch economy, 1963-2003

This paper investigates the strategies, structures and performance of large Dutch firms in the period 1963–2003, and compares the results with those of other European companies. Did Dutch companies develop corporate strategies and structures comparable to other European companies in response to the Treaty of Rome 1957, which signalled the start of gradual European economic integration? In this period Dutch firms became larger and increasingly active outside their national borders. This article describes the strategies and structures of large firms in this period, in order to investigate how firms dealt with the changing environment and also how firms anticipated and benefited from these changes. In addition, it analyses the corporate performance effects of changes in the environment and strategies and structures. With a strong preference for related diversification, Dutch companies showed a strategy comparable with three large European countries. Initially, many Dutch companies opted for the multidivisional structure, but after the 1980s the functional holding gradually became the most important structure. The choice of structure, however, was not critical to performance, in contrast to the choice of strategy. The related diversified strategy turned out to be the best performing strategy.

The determinants of bank internationalisation in times of financial globalisation: evidence from the world's largest banks, 1980-2007

This article analyses the determinants of bank internationalisation, of the worlds largest banks from the period 1980–2007. The purpose of the article is twofold. First, we show how a mixed-methods research design, in which we combine a variables-based research with three case studies, can contribute to the field of business history. The variables-based research helps to detect general trends, but the statistical analysis alone only provides a limited understanding of the factors that drive the trends. By analysing selected case studies, we provide a context within which the statistical results are better understood. The second purpose is to understand trends in the internationalisation strategies of banks from different regions, and during different time periods. Contrasting with prior research, we find that Japanese and US banks have exhibited different internationalisation pattern as opposed to the European banks. Also, the determinants of bank internationalisation differ in importance over time. Using case studies, we show the importance of the changing regulatory environment.

Commercial Banking: Changing Interactions Between Banks, Markets, Industry and State

This chapter provides an overview of the development of commercial banking—defined as taking deposits payable on demand and originating loans to private and corporate customers—from the mid-nineteenth century to the present. Two characteristics are underlined: state regulation, primarily dictated by concerns about banks’ position as deposit takers; and banks’ role in the financing of industry and more generally in economic growth including their assigned responsibility. The changing nature of these two features has shaped the development of commercial banks since the onset of industrialization. In all countries, with the exception of England, commercial banks developed into some kind of universal bank in the course of the nineteenth century. This converging movement ended in the interwar years, when in many countries commercial banks were separated from investment banks. Universal banking became dominant again in the late twentieth century, but in the form of banking conglomerates.