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Post‐Acquisition Restructuring as Evolutionary Process

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  • Klaus E. Meyer
  • Enese Lieb‐Dóczy

Abstract

ABSTRACT The transformation and integration of acquired businesses is subject to tensions between implementing radical change to match the strategy and corporate culture of the acquirer, and promoting what is valuable in resources and cultural attributes in the acquired organization. Analysts’ disagreement arises from different conceptualizations of the nature of resources. We present an evolutionary perspective that demonstrates not only the merits of competitive selection, but of local adaptation of transferred resources and of stimulating the development of local ones. Evidence from 18 original case studies in Hungary and East Germany shows that a defensive focus on short‐term efficiency, i.e. downsizing, may fail to realize the long‐term potential of the organization. Acquirers supporting an evolutionary development of their new subsidiary by providing autonomy and complementary resources might well have to tolerate some slack in the short run, but may realize more of the potential contributions of the acquired assets in the long run.

Suggested Citation

  • Klaus E. Meyer & Enese Lieb‐Dóczy, 2003. "Post‐Acquisition Restructuring as Evolutionary Process," Journal of Management Studies, Wiley Blackwell, vol. 40(2), pages 459-482, March.
    • Handle: RePEc:bla:jomstd:v:40:y:2003:i:2:p:459-482
    DOI: 10.1111/1467-6486.00347
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    Cited by:

    1. Saul Estrin & Klaus E. Meyer, 2011. "Brownfield Acquisitions," Management International Review, Springer, vol. 51(4), pages 483-509, August.
    2. Balasubramanian Elango & S. Prakash Sethi, 2007. "An exploration of the relationship between country of origin (COE) and the internationalization-performance paradigm," Management International Review, Springer, vol. 47(3), pages 369-392, June.
    3. Xiao, Jing, 2018. "Post-acquisition dynamics of technology start-ups: drawing the temporal boundaries of post-acquisition restructuring process," Papers in Innovation Studies 2018/12, Lund University, CIRCLE - Centre for Innovation Research.
    4. Delia Ionascu & Klaus E. Meyer & Saul Estrin, 2004. "Institutional Distance And International Business Strategies In Emerging Economies," William Davidson Institute Working Papers Series wp728, William Davidson Institute at the University of Michigan.
    5. Dörrenbächer, Christoph & Gammelgaard, Jens, 2006. "Subsidiary redefinition: Charter loss in a German-owned subsidiary in Hungary," Discussion Papers, Research Unit: Internationalization and Organization SP III 2006-201, WZB Berlin Social Science Center.
    6. Zhou, Abby Jingzi & Fey, Carl & Yildiz, H. Emre, 2020. "Fostering integration through HRM practices: An empirical examination of absorptive capacity and knowledge transfer in cross-border M&As," Journal of World Business, Elsevier, vol. 55(2).
    7. Anne-Sophie Thelisson & Olivier Meier, 2022. "Managerial biases during a merger process in a government-controlled organization," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 26(4), pages 1315-1338, December.
    8. Carlos Garcia‐Pont & J. Ignacio Canales & Fabrizio Noboa, 2009. "Subsidiary Strategy: The Embeddedness Component," Journal of Management Studies, Wiley Blackwell, vol. 46(2), pages 182-214, March.
    9. Luo, Yadong & Shenkar, Oded, 2011. "Toward a perspective of cultural friction in international business," Journal of International Management, Elsevier, vol. 17(1), pages 1-14, March.
    10. Hoorani, Bareerah Hafeez & Plakoyiannaki, Emmanuella & Gibbert, Michael, 2023. "Understanding time in qualitative international business research: Towards four styles of temporal theorizing," Journal of World Business, Elsevier, vol. 58(1).
    11. Choi, Soki & Holmberg, Ingalill & Löwstedt, Jan & Brommels, Mats, 2011. "Executive management in radical change--The case of the Karolinska University Hospital merger," Scandinavian Journal of Management, Elsevier, vol. 27(1), pages 11-23, March.
    12. Meyer, Klaus E., 2002. "Management challenges in privatization acquisitions in transition economies," Journal of World Business, Elsevier, vol. 37(4), pages 266-276, January.
    13. Huan Zou & Pervez N. Ghauri, 2008. "Learning through international acquisitions: The process of knowledge acquisition in China," Management International Review, Springer, vol. 48(2), pages 207-226, April.
    14. Mike Wright & Igor Filatotchev & Robert E. Hoskisson & Mike W. Peng, 2005. "Strategy Research in Emerging Economies: Challenging the Conventional Wisdom," Journal of Management Studies, Wiley Blackwell, vol. 42(1), pages 1-33, January.
    15. Dörrenbächer, Christoph & Gammelgaard, Jens, 2006. "Subsidiary role development: The effect of micro-political headquarters-subsidiary negotiations on the product, market and value-added scope of foreign-owned subsidiaries," Journal of International Management, Elsevier, vol. 12(3), pages 266-283, September.
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