dc.contributor.author | Colman, Helene Loe | |
dc.contributor.author | Rouzies, Audrey | |
dc.contributor.author | Lunnan, Randi | |
dc.date.accessioned | 2024-08-06T12:08:29Z | |
dc.date.available | 2024-08-06T12:08:29Z | |
dc.date.created | 2023-09-05T08:55:34Z | |
dc.date.issued | 2023 | |
dc.identifier.citation | Journal of International Business Studies. 2023, 54 1712-1722. | en_US |
dc.identifier.issn | 0047-2506 | |
dc.identifier.uri | https://hdl.handle.net/11250/3144736 | |
dc.description.abstract | We 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.iso | eng | en_US |
dc.publisher | Springer | en_US |
dc.subject | International acquisitions | en_US |
dc.subject | Subsidiary-building acquisitions | en_US |
dc.subject | Qualitative studies | en_US |
dc.subject | Multinational Corporations | en_US |
dc.subject | Post-acquisition integration | en_US |
dc.title | Social integration in subsidiary-building acquisitions | en_US |
dc.title.alternative | Social integration in subsidiary-building acquisitions | en_US |
dc.type | Peer reviewed | en_US |
dc.type | Journal article | en_US |
dc.description.version | acceptedVersion | en_US |
dc.source.pagenumber | 1712-1722 | en_US |
dc.source.volume | 54 | en_US |
dc.source.journal | Journal of International Business Studies | en_US |
dc.source.issue | 9 | en_US |
dc.identifier.doi | 10.1057/s41267-023-00633-y | |
dc.identifier.cristin | 2172305 | |
cristin.ispublished | true | |
cristin.fulltext | postprint | |
cristin.qualitycode | 2 | |