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dc.contributor.authorColman, Helene Loe
dc.contributor.authorRouzies, Audrey
dc.contributor.authorLunnan, Randi
dc.date.accessioned2024-08-06T12:08:29Z
dc.date.available2024-08-06T12:08:29Z
dc.date.created2023-09-05T08:55:34Z
dc.date.issued2023
dc.identifier.citationJournal of International Business Studies. 2023, 54 1712-1722.en_US
dc.identifier.issn0047-2506
dc.identifier.urihttps://hdl.handle.net/11250/3144736
dc.description.abstractWe identify and conceptualize the phenomenon of subsidiary-building acquisitions. International acquisitions provide a powerful means for multinational corporations (MNCs) to grow their existing subsidiaries. The integration of subsidiary-building acquisitions involves a triad of actors: the MNC, the existing subsidiary, and the target. However, extant research emphasizes international acquisitions as a cross-border phenomenon, focusing in a limited way on the foreign acquirer–local target dyad, thus ignoring the complexities of subsidiary-building acquisitions. Through a qualitative study of a Norwegian target acquired by a French MNC with an existing Norwegian subsidiary, we find that subsidiary-building acquisitions involve tensions between autonomy and integration in two distinct and interrelated integration processes: local integration and cross-border integration. We uncover how pressures for autonomy in one process counter-intuitively trigger pressures for integration in the other. These dynamics fuel headquarters–subsidiary relationships and subsidiary cohesion, the two components of social integration in subsidiary-building acquisitions. By unearthing the underexplored phenomenon of subsidiary-building acquisitions, we provide novel insights into the complexities of international acquisitions. We bridge the merger and acquisition (M&A) and MNC literatures, thus paving the way for research on international acquisitions to move beyond the acquirer–target dyad to understand their implications for MNCs.en_US
dc.language.isoengen_US
dc.publisherSpringeren_US
dc.subjectInternational acquisitionsen_US
dc.subjectSubsidiary-building acquisitionsen_US
dc.subjectQualitative studiesen_US
dc.subjectMultinational Corporationsen_US
dc.subjectPost-acquisition integrationen_US
dc.titleSocial integration in subsidiary-building acquisitionsen_US
dc.title.alternativeSocial integration in subsidiary-building acquisitionsen_US
dc.typePeer revieweden_US
dc.typeJournal articleen_US
dc.description.versionacceptedVersionen_US
dc.source.pagenumber1712-1722en_US
dc.source.volume54en_US
dc.source.journalJournal of International Business Studiesen_US
dc.source.issue9en_US
dc.identifier.doi10.1057/s41267-023-00633-y
dc.identifier.cristin2172305
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode2


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