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Small and medium size firms top management teams' decision-making in global acquisitions

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  • Timothy Kiessling
  • Michael Harvey
  • Miriam Moeller
  • Andrew Hebdon
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    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.

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    Bibliographic Info

    Article provided by Inderscience Enterprises Ltd in its journal Int. J. of Transitions and Innovation Systems.

    Volume (Year): 1 (2011)
    Issue (Month): 4 ()
    Pages: 346-366

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    Handle: RePEc:ids:ijtisy:v:1:y:2011:i:4:p:346-366

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    Web page: http://www.inderscience.com/browse/index.php?journalID==160

    Related research

    Keywords: global M%A; mergers and acquisitions; top management teams; leadership; TMT; dynamic capabilities; performance monitoring; international acquisitions; international subsidiaries; small and medium-sized enterprises; SMEs; decision making.;

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