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Autonomy as a Strategic Dial : A Dynamic Framework for Managing Acquired Subsidiaries

Author

Listed:
  • Thomas Lawton
  • Duncan Angwin
  • Brice Dattée

    (EM - EMLyon Business School)

  • Jean-Luc Arregle

    (EM - EMLyon Business School)

  • Paolo Barbieri

Abstract

Managing acquired subsidiaries can be daunting. Parent and affiliate executives strive to co-create value, but fixed mindsets around subsidiary autonomy can result in diverging interests and outcomes. Through a longitudinal study of Audi's post-acquisition integration of supercar manufacturer Lamborghini, this article provides guidance on how to manage the level of acquired subsidiary autonomy as a strategic dial that can be dynamically adjusted over time for mutual benefit. This dynamic approach to autonomy rests on three specific managerial levers—appraisal respect, organizational identity, and resource orchestration. These can enable the renewal of competitive capabilities and sustain post-acquisition success.

Suggested Citation

  • Thomas Lawton & Duncan Angwin & Brice Dattée & Jean-Luc Arregle & Paolo Barbieri, 2024. "Autonomy as a Strategic Dial : A Dynamic Framework for Managing Acquired Subsidiaries," Post-Print hal-04530265, HAL.
    • Handle: RePEc:hal:journl:hal-04530265
    DOI: 10.1177/00081256241238054
    Note: View the original document on HAL open archive server: https://hal.science/hal-04530265
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    Keywords

    Acquisition; Autonomy;

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