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Ambiguous decolonisation: a postcolonial reading of the IHRM strategy of the Burmah Oil Company

Lookup NU author(s): Dr Neveen Abdelrehim



This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License (CC BY-NC-ND).


This paper uses the lens of postcolonial theory to determine the extent to which colonial features persisted in the organizational culture of the Burmah Oil Company (BOC) after decolonisation in South Asia. It does this through an examination of the evolving staffing strategies of the BOC and its South Asian (especially Indian) subsidiaries before and after 1947. Through an analysis of archival material and company literature, we demonstrate that the BOC switched from an ethnocentric to a polycentric staffing strategy very gradually, with senior managerial positions being occupied by British managers into the 1970s, well after other British MNEs operating in India had already made this transition. We suggest that this persistence of colonial modes of organisation contributed to the BOC’s tense relations with the Indian government, and the latter’s decision to nationalise the firm .

Publication metadata

Author(s): Abdelrehim N, Ramnath A, Smith A, Popp A

Publication type: Article

Publication status: Published

Journal: Business History

Year: 2021

Volume: 63

Issue: 1

Pages: 98-126

Online publication date: 15/05/2018

Acceptance date: 28/02/2018

Date deposited: 12/03/2018

ISSN (print): 0007-6791

ISSN (electronic): 1743-7938

Publisher: Routledge


DOI: 10.1080/00076791.2018.1448384


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