CONTROL MECHANISMS IN CROSS-BORDER ACQUISITIONS - AN INTERNATIONAL COMPARISON

被引：103

作者：

CALORI, R ^{[1
]}

LUBATKIN, M ^{[1
]}

VERY, P ^{[1
]}

机构：

[1] UNVI CONNECTICUT,STORRS,CT 06269

来源：

ORGANIZATION STUDIES | 1994年 / 15卷 / 03期

关键词：

D O I：

10.1177/017084069401500303

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

This paper analyzes the influence of national culture on the integration mechanisms exercised in international acquisitions. The study of 75 international acquisitions in Europe (France and the United Kingdom) shows that firms are influenced by their national administrative heritage when they acquire companies abroad. For instance, the French exercise higher formal control of the strategy and the operations, and lower informal control through teamwork than the Americans when they buy firms in the United Kingdom. The Americans exercise higher formal control through procedures than the British when they buy firms in France. As some of these aspects of control were found to be linked with the attitudinal and/or economic performance of the acquired company, we argue that being conscious of the influence of a national administrative heritage should help anticipate cultural problems in the integration process following international acquisitions.

引用

页码：361 / 379

页数：19

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[3]

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[4]

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