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Selling to Foreign MNEs

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  • Joanna Scott-Kennel

Abstract

Adopting the unconventional viewpoint of the acquired firm, we argue that selling to a multinational enterprise (MNE) addresses gaps in activities and resources already exacerbated by the size and distance of the small advanced economy (SAE). Four New Zealand firms were sampled and a longitudinal qualitative analysis was conducted using secondary data as well as interviews of relevant officials. Evidence reveals that in the short term, foreign ownership provides a timely solution to the problem of simultaneously financing internationalization and development of the acquired firms' activities and resources. In the long term, however, global strategic imperatives of the acquiring MNE prompt rationalization and relocation of local activities and resources. The study concludes that both the decision to sell and the changes to the acquired firms' locally based activities and resources are influenced by the SAE context, but are driven by the need for post-acquisition synergy with the acquiring MNEs' strategies.

Suggested Citation

  • Joanna Scott-Kennel, 2013. "Selling to Foreign MNEs," International Studies of Management & Organization, Taylor & Francis Journals, vol. 43(1), pages 52-80, January.
    • Handle: RePEc:taf:mimoxx:v:43:y:2013:i:1:p:52-80
    DOI: 10.2753/IMO0020-8825430103
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    Cited by:

    1. Wang, Yi & Larimo, Jorma, 2020. "Survival of full versus partial acquisitions: The moderating role of firm’s internationalization experience, cultural distance, and host country context characteristics," International Business Review, Elsevier, vol. 29(1).

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