Sugar and copper: Postcolonial experiences of Australian multinationals
Source TitleBusiness History Review
PublisherHARVARD BUSINESS SCHOOL
University of Melbourne Author/sMerrett, David
AffiliationManagement and Marketing
Document TypeJournal Article
CitationsMerrett, D. (2007). Sugar and copper: Postcolonial experiences of Australian multinationals. BUSINESS HISTORY REVIEW, 81 (2), pp.213-236. https://doi.org/10.1017/s0007680500003342.
Access StatusThis item is currently not available from this repository
C1 - Refereed Journal Article
Between 1973 and 2002, three of Australia's largest multinational companies exited from postcolonial Fiji and Papua New Guinea. Although neither host government wished the companies to leave, the tensions that arose during the course of decolonization made their departure inevitable. Prior to independence, conflicts between Fijians and Indians and decisions about grants of land and mineral rights to foreign firms had been mediated by colonial administrators. After independence, these contentious issues were resolved through domestic political processes. Ultimately, the companies were unable to overcome the limitations of their shared administrative heritage, based on nationalistic chauvinism, that desensitized them to the importance of race relations and communal rights to land within their host countries.
KeywordsBusiness and Management
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