Small and medium size firms top management teams' decision-making in global acquisitions Online publication date: Tue, 30-Sep-2014
by Timothy Kiessling; Michael Harvey; Miriam Moeller; Andrew Hebdon
International Journal of Transitions and Innovation Systems (IJTIS), Vol. 1, No. 4, 2011
Abstract: The new global marketplace has caused changes in some organisations'/industries' forms and execution of strategy and reliance on international personnel. Entry and success through the accumulation of knowledge in the global marketplace have become the impetus for sustainable competitive/developmental advantage for many corporations. Many organisations choose a strategy focusing on international acquisitions in foreign markets to compete effectively in the current ever-changing dynamic competitive landscape. After acquisition, the monitoring of the operations of the new international subsidiary by US firms typically is an ethnocentric example of applying home-country standards and controls. We suggest that the top management leader (TMT) of a firm is a valuable resource, needs to be retained, and that ethnocentric monitoring must be reconsidered. This research focuses on the TMT and their value to the firm to help explain the variation in acquisition success. Thus, post-acquisition integration and monitoring must account for this valuable asset.
Online publication date: Tue, 30-Sep-2014
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