Abstract
Pressures stemming from the country of origin are seen increasingly as the single most important influence on multinational companies, and American managements are famed particularly for their marked preferences for non-unionism and for pay systems linked to performance. The dramatic inflow of American investment into the British electricity industry from 1996 onwards provides an opportunity to observe the development of these influences. In fact, employment relations reform was not driven by the concerns of American owners to any significant degree, but tended to follow patterns already very well established in the utilities sector in the UK. This can only be understood in the context of similar developments in sector-level governance in both countries, and the processes through which this drove international strategies at higher levels, affecting investment and organizational structure.
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