Knowledge transfer in international acquisitions: A retrospective

Birkinshaw, Julian; Bresman, Henrik; Nobel, Robert

doi:10.1057/jibs.2009.71

Cited by 58 publications

(43 citation statements)

References 18 publications

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“…Interestingly, we also find various papers on post-acquisition integration (Birkinshaw, Bresman, & Nobel, 2010) that focus on how the dominant logic of the acquiring firm spreads through the newly merged organization (Verbeke, 2010) and how to create a social community to transfer best practice most effectively (Zander & Zander, 2010).…”

Section: Rational Actor Perspectivementioning

confidence: 96%

Advancing Management Innovation: Synthesizing Processes, Levels of Analysis, and Change Agents

Volberda

Bosch

Mihalache

2014

Organization Studies

124

130

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Despite the mounting evidence that innovation in management can fuel competitive advantage, we still know relatively little about how firms introduce new ways of managing. The goal of this introductory essay-and the Themed Section it introduces-is to advance this knowledge. To this end, we first synthesize the main developments in the field of management innovation and show that the field has branched into four main theoretical perspectives (rational, institutional, international business, and theory development perspectives). We then address the fragmentation issue that emerges from our review by proposing a co-evolutionary framework of management innovation that takes into account the dynamic and multilevel nature of the concept; we thus integrate the generation, diffusion, adoption, and adaptation phases of the management innovation process at the organizational, inter-organizational and macro level. Our integrative framework also addresses the role of human agency (managerial intentionality of internal and external change agents) and makes a distinction between three types of management innovations (new to the world, new to the organization and adapted to its context, and new to the organization without adaptation). Furthermore, we discuss the contributions of the studies included in the Themed Section and identify several avenues for future research that we consider priorities for driving the further development of the field.

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Section: Rational Actor Perspectivementioning

confidence: 96%

Advancing Management Innovation: Synthesizing Processes, Levels of Analysis, and Change Agents

Volberda

Bosch

Mihalache

2014

Organization Studies

124

130

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“…Lack of internationally savvy managerial talents at emerging multinationals gives little confidence that these firms will be better at integrating acquired targets and generating value. In general, acquirers from emerging economies have often taken the ‘high road’ to acquisitions, in which acquirers deliberately allow acquired target companies to retain autonomy, keep the top management intact, and then gradually encourage interaction between the two sides (Birkinshaw et al., , p. 24). The ‘high road’ reflects acquirers' lack of international management experience and capabilities.…”

Section: Future Research On New Multinationals From Mid‐range Emerginmentioning

confidence: 99%

Emerging Multinationals from Mid‐Range Economies: The Influence of Institutions and Factor Markets

Hoskisson

Wright²,

Filatotchev

et al. 2012

J Management Studies

474

628

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This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link September 3, 2012 (by Bob after MP)This research is supported in part by the George R. Brown Chair in Strategic Management at Rice University, Ernst & Young, Equistone Partners Europe, the Jindal Chair at UT Dallas, and the National Natural Science Foundation of China (71132006). We thank Keith Brouthers, Mick Carney, Andrew Delios (Editor), and Eric Gedajlovic for helpful discussions, and we are grateful to Richard Swartz at Rice University for his help with the statistical analysis. 2 Emerging Multinationals from Mid-Range Economies: The Influence of Institutions and Factor Markets AbstractThis paper revisits and extends our earlier work (Wright, Filatotchev, Hoskisson, and Peng, 2005) in the pages of this Journal. We argue that there is a need for more fine-grained understanding of the country context along two dimensions: (1) institutional development and (2) infrastructure and factor market development. Specifically, we propose an enriched typology of emerging economies with a focus on mid-range emerging economies, which are positioned between traditional emerging economies and newly developed economies. Then we examine new multinationals from these mid-range emerging economies that have internationalized both regionally and globally. We outline directions for further research based on this typology in terms of (1) government influence, (2) resource orchestration, (3) market entry, and (4) corporate governance regarding the internationalization strategy of these emerging multinationals from mid-range economies.

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“…In general, acquirers from China have often taken the 'high road' to acquisitions, in which acquirers deliberately allow acquired target companies to retain autonomy, keep the top management intact, and then gradually encourage interaction between the two sides (Birkinshaw, Bresman, and Nobel, 2010). In contrast, the 'low road' to acquisitions would be for acquirers to act quickly to impose their systems and rules on acquired target companies (Birkinshaw et al, 2010).…”

Section: Acquisitions As the Preferred Mode Of Entrymentioning

confidence: 99%

The global strategy of emerging multinationals from China

Peng

2012

Global Strategy Journal

373

363

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The global strategy of multinational enterprises (MNEs) from China started to emerge recently. While sizable components of their strategy and behavior are consistent with what we observe of MNEs from other countries, Chinese MNEs are characterized by three relatively unique aspects: (1) the previously underappreciated role played by the home country governments of MNEs as an institutional force, (2) the challenge of going abroad in the absence of significantly superior technological and managerial resources, and (3) the rapid adoption of (often high‐profile) acquisitions as a primary mode of entry. Overall, this article argues that these three relatively unique aspects of emerging multinationals from China will have significant ramifications for future theory building and empirical efforts of the global strategy research community. Copyright © 2012 Strategic Management Society.

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Knowledge transfer in international acquisitions: A retrospective

Cited by 58 publications

References 18 publications

Advancing Management Innovation: Synthesizing Processes, Levels of Analysis, and Change Agents

Advancing Management Innovation: Synthesizing Processes, Levels of Analysis, and Change Agents

Emerging Multinationals from Mid‐Range Economies: The Influence of Institutions and Factor Markets

The global strategy of emerging multinationals from China

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