TY - JOUR
T1 - Managing patterns of internationalization, integration, and identity transformation
T2 - The post-acquisition metamorphosis of an Arabian Gulf EMNC
AU - Park, Kathleen Marshall
AU - Meglio, Olimpia
AU - Bauer, Florian
AU - Tarba, Shlomo
PY - 2018/12
Y1 - 2018/12
N2 - In this paper, we study the multifaceted transformation of an emerging market firm making multiple acquisitions. Drawing on a process study of an acquisitions program spanning two decades, we examine the post-acquisition internationalization, integration and organizational identity dynamics of an Arabian Gulf EMNC serial acquirer. We find that the serial acquisitions and post-acquisition integration were sufficiently profound and changing over time to create an organizational identity transformation in four phases: (1) diffusion, (2) consolidation, (3) restoration, and (4) reinvention. These phases further reflect an emergent business model centered on new resource allocations and innovation competencies as well as a new worldwide brand and revised value propositions. Our study enhances understanding of post-acquisition integration variations and programmatic expansion through acquisitions from emerging markets by proposing a post-acquisition metamorphosis perspective on internationalization from a region of the world relatively less-examined yet nevertheless of central economic importance from a global geopolitical resources perspective.
AB - In this paper, we study the multifaceted transformation of an emerging market firm making multiple acquisitions. Drawing on a process study of an acquisitions program spanning two decades, we examine the post-acquisition internationalization, integration and organizational identity dynamics of an Arabian Gulf EMNC serial acquirer. We find that the serial acquisitions and post-acquisition integration were sufficiently profound and changing over time to create an organizational identity transformation in four phases: (1) diffusion, (2) consolidation, (3) restoration, and (4) reinvention. These phases further reflect an emergent business model centered on new resource allocations and innovation competencies as well as a new worldwide brand and revised value propositions. Our study enhances understanding of post-acquisition integration variations and programmatic expansion through acquisitions from emerging markets by proposing a post-acquisition metamorphosis perspective on internationalization from a region of the world relatively less-examined yet nevertheless of central economic importance from a global geopolitical resources perspective.
KW - Acquisitions program
KW - Emerging markets
KW - Internationalization
KW - Organizational identity
KW - Post-acquisition integration
KW - Process research
UR - http://www.scopus.com/inward/record.url?scp=85047615779&partnerID=8YFLogxK
U2 - 10.1016/j.jbusres.2018.05.019
DO - 10.1016/j.jbusres.2018.05.019
M3 - Article
AN - SCOPUS:85047615779
SN - 0148-2963
VL - 93
SP - 122
EP - 138
JO - Journal of Business Research
JF - Journal of Business Research
ER -