Acquisition integration flexibility: toward a conceptual framework

Schriber, Svante; King, David R.; Bauer, Florian

doi:10.1108/jsma-05-2018-0049

Cited by 11 publications

(15 citation statements)

References 108 publications

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“…For example, capabilities to scan and identify targets could be useful to identify an acquirer for divestment. However, greater flexibility may be needed during integration (Schriber et al, 2018) or when acquiring family firms, and this could hamper capability development.…”

Section: Process-outcomementioning

confidence: 99%

Family Business Restructuring: A Review and Research Agenda

King

Meglio

Gómez‐Mejía

et al. 2021

J Management Studies

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Although business restructuring occurs frequently and it is important for the prosperity of family firms across generations, research on family firms has largely evolved separately from research on business restructuring. This is a missed opportunity, since the two domains are complementary, and understanding the context, process, content, and outcome dimensions is relevant to both research streams. We address this by examining the intersection between research on business restructuring and family firms to improve our knowledge of each area and inform future research. To achieve this goal, we review and organize research across different dimensions to create an integrative framework. Building on current research, we focus on 88 studies at the intersection of family firm and business restructuring research to develop a model that identifies research needs and suggests directions for future research.

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Section: Process-outcomementioning

confidence: 99%

Family Business Restructuring: A Review and Research Agenda

King

Meglio

Gómez‐Mejía

et al. 2021

J Management Studies

Self Cite

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“…While existing research largely focuses on benefits from integration speed minimizing employee and customer disruption (Angwin, 2004; Homburg and Bucerius, 2006), it will also minimize vulnerability to retaliation. Additionally, integration flexibility, or an ability for quick adjustments (Junni et al ., 2015; Schriber, King and Bauer, 2018), may reduce retaliation effectiveness.…”

Section: Discussionmentioning

confidence: 99%

Retaliation Effectiveness and Acquisition Performance: The Influence of Managerial Decisions and Industry Context

Schriber

King

Bauer

2021

British J of Management

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Despite extensive interest in how acquisitions can increase firm competitiveness, research has given competitive retaliation to acquisitions limited attention. Consistent with process research on managerial decisions during acquisitions, we simultaneously consider the effects of retaliation and internal integration decisions on retaliation effectiveness and acquisition performance. From an international survey in Europe, we demonstrate how managerial integration decisions and the external environment influence retaliation effectiveness to acquisitions and their performance. Specifically, longer integration duration and an open merger and acquisition (M&A) strategy are associated with increased retaliation effectiveness. Meanwhile, a high level of industry M&A activity lowers it. We also confirm that increased retaliation effectiveness is associated with lower acquisition performance. These findings help balance an internal focus in acquisition research, and they clarify the performance implications of acquirer choices that may lead to competitive retaliation effectiveness, as predicted by competitive dynamics research.

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“…Safavi (2021) adopts a process lens to trace the variations that exist in the organizational routines across the merging processes. Schriber et al (2018) point to the importance of flexibility of integration strategy, which is an organizational ability to effectively navigate through the changes in the internal and external environments. All these studies suggest that research on PMI can be significantly enriched by adopting a more dynamic view rather than the prevailing static models.…”

Section: Literature Review 21 Dynamic Post-merger Integrationmentioning

confidence: 99%

How do firms upgrade innovation capabilities through the coevolution of post-merger integration and network reconstruction? A multiple-case study of Chinese companies

Chen

Wang

Zhu

2022

JOCM

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Purpose Post-merger integration (PMI) is driven by coevolving processes. This paper examines the coevolution of dynamic integration strategy and network reconstruction and explores how these processes systematically enable emerging market acquirers to upgrade innovation capabilities.Design/methodology/approach This paper conducts a multi-case study based on four Chinese overseas acquisitions of manufacturing firms. The data were collected from interviews and archival documentation.Findings This study develops a coevolutionary framework of dynamic integration strategy and network reconstruction to explain processes and mechanisms of an acquirer’s innovation capability upgrading. This framework identifies three network motivations, namely, network access, network connection and network synergy. Under different network motivations, dynamic transitions of the acquirer’s integration strategy coevolve with multi-level reconstruction of its networks. Collectively, they are important mechanisms driving innovation capability moves from imitation innovation to asportation and reimitation innovation and then to independent innovation.Originality/valueThis paper responds to a recent call for more insights into the dynamics of PMI and contributes to the research on emerging market multinational corporations’ post-acquisition integration. By integrating the M&A and networks literature, the paper provides evidence of unexplored mechanism of network changes during PMI. It reveals that how acquirers manage the dynamics of PMI to gradually achieve multi-level reconstruction of their networks. Based on a coevolutionary framework, the paper provides a process perspective on how the coevolution of PMI and network reconstruction promotes the upgrading of innovation capabilities.

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Acquisition integration flexibility: toward a conceptual framework

Cited by 11 publications

References 108 publications

Family Business Restructuring: A Review and Research Agenda

Family Business Restructuring: A Review and Research Agenda

Retaliation Effectiveness and Acquisition Performance: The Influence of Managerial Decisions and Industry Context

How do firms upgrade innovation capabilities through the coevolution of post-merger integration and network reconstruction? A multiple-case study of Chinese companies

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