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Corporate Strategy in the UK Defence Industry

Author

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  • Paul Bishop

    (Paul Bishop is a Principal lecturer in Economics at the University of Plymouth. Qualifications: B.A. (Hons), M.A., D.Phil.
    Dr. Paul Bishop, Principal Lecturer in Economics, Business School, University of Plymouth, Drake Circus, Plymouth, PL4 8AA, UK. Tel: 01752 232829. Fax: 01752 232853)

  • Tim Williams

    (Tim Williams is a Research Assistant in the Defence Engineering Group, University College, London, Qualifications: B.A. (Hons), M.A., Ph.D.)

Abstract

This paper presents an empirical analysis of the strategic responses of defence companies to the recent downturn in the wave-cycle of defence demand based upon a questionnaire survey of defence firms in South West England. The findings suggest that both diversifying into civilian markets and focusing upon existing defence markets have been popular strategies. Moreover, mergers/takeovers are strongly associated with certain types of strategic change. It is also shown that company size, contractor status, degree of defence dependency, research intensity and involvement in export markets have an important influence on strategic choice.

Suggested Citation

  • Paul Bishop & Tim Williams, 1998. "Corporate Strategy in the UK Defence Industry," Journal of Interdisciplinary Economics, , vol. 9(1), pages 33-52, January.
    • Handle: RePEc:sae:jinter:v:9:y:1998:i:1:p:33-52
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