Post-Acquisition Integration: A Two-Level Framework Lessons from Integration Management of Cross-Border Acquisitions in the Global Automobile Industry

2013 ◽  
pp. 75-111 ◽  
Author(s):  
Xiaoying (Catherine) Zhang ◽  
Bruce W. Stening
Keyword(s):  
Automobile Industry ◽  
Cross Border ◽  
Integration Management ◽  
Acquisition Integration

scholarly journals Cross-Border Labor Organizing in the Garment and Automobile Industries: The Phillips Van-Heusen and Ford Cuautitlan Cases

1998 ◽  
pp. 20-51 ◽  
Author(s):  
Ralph Armbruster
Keyword(s):  
Case Studies ◽  
Automobile Industry ◽  
World Economy ◽  
Labor Relations ◽  
The Other ◽  
Guatemala City ◽  
Labor Organizing ◽  
Cross Border ◽  
The World ◽  
Corporatist State

The globalization of the world economy has created new opportunities for cross-border labor organizing. In this paper I examine two case studies of cross -border labor organizing. One case involves Phillips Van-Hernen (PVH) workers in Guatemala City, and the other Ford automobile workers in Cuautitlan, Mexico. The PVH case illustrates the potential for cross-border labor organizing in the highly mobile garment industry. The PVH workers' union and their cross-border allies adopted a "strategic cross-border organizing model" that included consumer and trade pressure, an active international trade secretariat, and several other strategies, to achieve an amazing victory. However, the Ford Cuautitlan case demonstrates that corporatist state-labor relations and internal union conflicts have limited cross-border organizing in the automobile industry. These two case studies and their different outcomes have many important lessons for academics and activists interested in cross-border labor organizing.

Integrate to Achieve Accelerated Synergy Capture

2020 ◽  
pp. 113-129
Author(s):  
Timothy Galpin
Keyword(s):  
Best Practices ◽  
Private Equity ◽  
Cross Border ◽  
Integration Management ◽  
Post Merger Integration ◽  
Merger Integration

A study of 1,000 corporate and private equity executives found that post-deal integration was the number one factor in realizing deal success. While the term “post-merger integration” (PMI) is commonly used, it is very much a misnomer, as PMI should begin early in the deal process, prior to deal close. This chapter covers three main PMI phases, ten key PMI work streams, agile integration management, and how to accelerate synergy capture during integration. The tools, templates, best practices, potential pitfalls, and a case example of how to conduct effective M&A integration are also addressed, along with the main participants, core activities, buyer’s and seller’s perspectives, and key cross-border considerations.

Cross-border M&As: integration practices from emerging economies

2019 ◽  
Vol 41 (3) ◽  
pp. 21-33
Author(s):  
Samta Jain ◽  
Smita Kashiramka ◽  
P.K. Jain
Keyword(s):  
Cultural Differences ◽  
Emerging Economies ◽  
Acquisition Phase ◽  
Primary Data ◽  
Due Diligence ◽  
Content Type ◽  
Cross Border ◽  
Acquisition Integration ◽  
Integration Strategies ◽  
Questionnaire Method

Purpose The purpose of the study is to gain insights into the post-acquisition integration practices of Indian multinational companies involved in cross-border acquisitions. Design/methodology/approach The study is based on the primary data from a sample of Indian companies engaged in cross-border acquisitions. A survey (based on a structured questionnaire) method has been used to collect the relevant data. Findings Majority of the sample companies have successfully managed the post-acquisition phase and realized the anticipated synergies. These companies recognize the importance of cultural integration, people/HR integration and formal communication channel during the post-acquisition phase. Despite the integration strategy being profoundly influenced by cultural differences between two companies, the emphasis on these cultural differences especially during the due-diligence stage is lacking. These aspects have not been examined adequately during the due-diligence phase. Practical implications Based on the findings, a model of cross-border acquisition and integration process (AIP) in the context of emerging economies has been proposed; the model is expected to be applicable across all industries and organizations, especially in emerging economies. The proposed model should essentially help senior and middle managers to develop successful integration strategies. Moreover, the study holds immense potential for practitioners and academicians by providing them with a new thought on executing successful acquisitions. Originality/value To the best of the authors’ knowledge, no study has examined the post-acquisition integration approach in emerging economies. Moreover, rarely has any AIP model applicable across several organizations of all sizes and types from emerging economies been suggested in the literature. The suggested AIP model is the unique proposition of the paper.

Host country consumers’ brand attitudes after cross-border acquisitions

2017 ◽  
Vol 26 (6) ◽  
pp. 559-572 ◽  
Author(s):  
Tiebing Shi ◽  
Jiandong Li ◽  
Chi Lo Lim
Keyword(s):  
Host Country ◽  
Automobile Industry ◽  
Brand Image ◽  
Mediating Effect ◽  
Future Research ◽  
Brand Attitudes ◽  
Corporate Brand ◽  
Content Type ◽  
Cross Border ◽  
Image Fit

Purpose This study aims to investigate factors impacting host country consumers’ attitudes toward acquirers’ corporate brands and target brands after cross-border acquisitions (CBAs). Design/methodology/approach Surveys were conducted with US consumers using two fictitious CBA scenarios in the automobile industry. Findings Consumer ethnocentric tendencies (CETs) are negatively related to attitudes toward a CBA event; attitudes toward a CBA event are positively related to post-CBA attitudes toward the acquirer's corporate brand; brand-image fit is positively related to attitudes toward a CBA event, and post-CBA attitudes toward the acquirer's corporate brand and the target brand; post-CBA attitudes toward the acquirer's corporate brand and the target brand are positively related. Research limitations/implications This study is limited in the sample, analysis approaches, context and factors examined. Future research could use more representative samples and both quantitative and qualitative methodologies; conduct more tests; examine real CBAs in different industries and countries; and investigate effects of other factors affecting attitudes toward the CBA event and post-CBA brand attitudes. Practical implications Managers should consider CETs and brand-image fit and strategically influence attitudes toward a CBA event and post-CBA brand attitudes. Originality/value It investigates the mediating effect of attitudes toward a CBA event on the relationship between CETs and post-CBA attitudes toward the acquirer's corporate brand and the effects of brand-image fit on attitudes toward a CBA event and post-CBA brand attitudes.

scholarly journals The micro-foundations of strategic ambidexterity: Chinese cross-border M&As, Mid-View thinking and integration management

2020 ◽  
Vol 29 (6) ◽  
pp. 101710 ◽  
Author(s):  
Xiaotao Zhang ◽  
Yipeng Liu ◽  
Shlomo Y. Tarba ◽  
Manlio Del Giudice
Keyword(s):  
Cross Border ◽  
Integration Management ◽  
Micro Foundations

Post-acquisition Integration Management and Takeover Performance

2016 ◽  
Vol 41 (4) ◽  
pp. 3-34
Author(s):  
Torsten J. Gerpott ◽  
Fenna B. Neubauer
Keyword(s):  
Integration Management ◽  
Acquisition Integration

scholarly journals Acquisition integration flexibility: toward a conceptual framework

2018 ◽  
Vol 11 (4) ◽  
pp. 434-448 ◽  
Author(s):  
Svante Schriber ◽  
David R. King ◽  
Florian Bauer
Keyword(s):  
Conceptual Framework ◽  
Design Methodology ◽  
Negative Impact ◽  
Key Factors ◽  
Acquisition Performance ◽  
Content Type ◽  
Integration Management ◽  
Acquisition Integration ◽  
Practical Implications

Purpose The purpose of this paper is to develop the role of integration flexibility as a mediator of acquisition performance and demonstrate how this capability varies across firms. Design/methodology/approach The study develops a conceptual framework of anticipated relationships by building on existing but so far unintegrated acquisition research. Findings The study suggests integration flexibility provides an explanation for variance in acquisition performance. The study identifies drivers behind acquisition integration flexibility in acquirer characteristics, deal characteristics and integration management. The authors further specify the positive and negative impact of several key factors commonly discussed in acquisition research. Research limitations/implications Integration flexibility stands out as a novel explanation for acquisition performance. Still, the benefits from flexibility are not universal and developed logic suggests it represents a dynamic capability for acquirers. Our framework helps predict which acquirers and deals are more likely demonstrating this capability, thus contributing to predict acquisition performance. Practical implications Acquisitions often take place in dynamic environments and reportedly often fail. Predicting and developing acquisition integration flexibility stands out as an important task for acquiring management. Social implications Annual global acquisition values are on par with the GDP of large industrial nations (e.g. Germany) and failures for reasons of lacking acquisition integration flexibility contributes to value destruction harming not only firms, but society at large. Improved integration flexibility likely mediates this risk. Originality/value Making an acquisition to adapt to environmental change implicitly assumes greater integration that can limit flexibility. While our argument builds on key concepts from acquisition research these so far have remained unconnected in relation to acquisition integration flexibility. The authors develop factors influencing this important capability and show how it mediates acquisition performance. This links acquisition antecedents with integration or phases typically treated separately.

Expatriation as a Bridge Over Troubled Water: A Knowledge-Based Perspective Applied to Cross-Border Acquisitions

2005 ◽  
Vol 26 (10) ◽  
pp. 1455-1476 ◽  
Author(s):  
Louis Hébert ◽  
Philippe Very ◽  
Paul W. Beamish
Keyword(s):  
Host Country ◽  
Organizational Knowledge ◽  
Cross Border ◽  
Knowledge Based ◽  
Acquisition Integration ◽  
Expatriate Managers ◽  
The Impact ◽  
The Relationship

Do expatriate managers fulfil the role of ‘value-seeking connectors’ in cross-border acquisitions? Building from the organizational knowledge and the MNC literature, this paper focuses on the use of expatriate managers for transferring experience-based knowledge within the MNC and its impact on the survival of acquired subsidiaries. Using a sample of cross-border acquisitions by Japanese MNCs, we analysed the impact of expatriate managers on the relationship between the acquirer’s industry, host country and acquisition experience and the survival of the acquired subsidiary. Results show that the contribution of expatriation to the acquired firm’s survival varies considerably depending on the type of experience considered. In fact, connectivity through expatriation is costly and only when appropriately sent abroad do expatriate managers build an effective bridge over the troubled water that characterizes the challenging post-acquisition integration.

Sign in / Sign up

Export Citation Format

Share Document