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Managing patterns of internationalization, integration, and identity transformation: The post-acquisition metamorphosis of an Arabian Gulf EMNC

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  • Park, Kathleen Marshall
  • Meglio, Olimpia
  • Bauer, Florian
  • Tarba, Shlomo

Abstract

In this paper, we study the multifaceted transformation of an emerging market firm making multiple acquisitions. Drawing on a process study of an acquisitions program spanning two decades, we examine the post-acquisition internationalization, integration and organizational identity dynamics of an Arabian Gulf EMNC serial acquirer. We find that the serial acquisitions and post-acquisition integration were sufficiently profound and changing over time to create an organizational identity transformation in four phases: (1) diffusion, (2) consolidation, (3) restoration, and (4) reinvention. These phases further reflect an emergent business model centered on new resource allocations and innovation competencies as well as a new worldwide brand and revised value propositions. Our study enhances understanding of post-acquisition integration variations and programmatic expansion through acquisitions from emerging markets by proposing a post-acquisition metamorphosis perspective on internationalization from a region of the world relatively less-examined yet nevertheless of central economic importance from a global geopolitical resources perspective.

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  • Park, Kathleen Marshall & Meglio, Olimpia & Bauer, Florian & Tarba, Shlomo, 2018. "Managing patterns of internationalization, integration, and identity transformation: The post-acquisition metamorphosis of an Arabian Gulf EMNC," Journal of Business Research, Elsevier, vol. 93(C), pages 122-138.
    • Handle: RePEc:eee:jbrese:v:93:y:2018:i:c:p:122-138
    DOI: 10.1016/j.jbusres.2018.05.019
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    4. Park, Kathleen Marshall & Meglio, Olimpia & Schriber, Svante, 2019. "Building a global corporate social responsibility program via mergers and acquisitions: A managerial framework," Business Horizons, Elsevier, vol. 62(3), pages 395-407.

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