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Die sequenzielle Organisationswahl: Kooperationen als Vorstufe von Akquisitionen

  • Woltering-Lamers, Philipp
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    Sowohl Kooperationen als auch Akquisitionen sind Strategien der Organisationswahl oder der Gestaltung der Unternehmensgrenzen. Diese beiden Strategien sind nicht unabhängig voneinander. Der Wahl der einen Strategie wird in einem rationalen Kalkül ein Vergleich mit der anderen vorausgegangen sein. Die Unterschiede zwischen beiden Strategien sind weitreichend und erschöpfen sich nicht darin, dass mit Kooperationen eine virtuelle, mit Akquisitio-nen jedoch eine reale Veränderung der Unternehmensgrenzen erfolgen. Die Entscheidung für eine Kooperation und gegen eine Akquisition kann getroffen werden, weil sie strategisch überlegen ist. Sie kann jedoch auch durch die wettbewerbsrechtlichen Restriktionen bedingt sein oder sie kann erfolgen, weil eine Akquisition nicht finanzierbar ist. Während diese Betrachtung einer komparativen Strategiewahl zu-grundeliegt, kann eine solche auch dynamische Aspekte einbeziehen. Es kann dann optimal werden, von vorneherein eine Sequenz von Unternehmensgrenzen vorzusehen. Eine solche kann sich aber durch Entwicklungen oder Ereignisse ungeplant entstehen. Eine Kooperation wird dann zur Vorstufe einer Akquisition werden. Diese Konstellation bildet den Schwerpunkt dieses IfG-Arbeitspapieres von Philipp Woltering-Lamers. Er analysiert die sequentielle Organisationswahl und ihre Determinanten und stellt empirische Studien vor, die sich mit dieser noch wenig untersuchten Thematik auseinandergesetzt haben. Dieses IfG-Arbeitspapier entstammt dem IfG-Forschungscluster II: Unternehmenskooperationen.

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    Paper provided by Westfälsche Wilhelms-Universität Münster (WWU), Institut für Genossenschaftswesen in its series Arbeitspapiere with number 122.

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    Date of creation: 2011
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    Handle: RePEc:zbw:wwuifg:122
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