Jump to ContentJump to Main Navigation
The Handbook of Mergers and Acquisitions$
Users without a subscription are not able to see the full content.

David Faulkner, Satu Teerikangas, and Richard J. Joseph

Print publication date: 2012

Print ISBN-13: 9780199601462

Published to Oxford Scholarship Online: September 2012

DOI: 10.1093/acprof:oso/9780199601462.001.0001

Show Summary Details
Page of

PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2018. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a monograph in OSO for personal use (for details see www.oxfordscholarship.com/page/privacy-policy).date: 12 December 2018

Characteristics of Emerging Market Mergers and Acquisitions

Characteristics of Emerging Market Mergers and Acquisitions

Chapter:
(p.545) Chapter 22 Characteristics of Emerging Market Mergers and Acquisitions
Source:
The Handbook of Mergers and Acquisitions
Author(s):

Prashant Kale

Harbir Singh

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199601462.003.0022

Companies from emerging economies such as China, India, and Latin America are rapidly expanding through mergers and acquisitions (M&A) onto the global business scene. This chapter examines how emerging multinationals actually manage the over`seas companies they acquire. The chapter terms their approach the collaborative or partnering approach to acquisitions—some of its key elements include “keeping the acquired company structurally separate from the acquirer company,” “retaining most of the key people and assets of the acquired company” and “giving them a lot of autonomy to run their operations,” with only “selective coordination or intervention by the acquirer organization.” This approach seems to be quite distinct from that traditionally followed by many western multinationals. The chapter also shows that, at least until now, this approach has worked quite well in these acquisitions, and concludes by outlining conditions under which this approach to post-acquisition integration is more suitable.

Keywords:   emerging multinationals, post-acquisition integration, collaborative approach

Oxford Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.

Please, subscribe or login to access full text content.

If you think you should have access to this title, please contact your librarian.

To troubleshoot, please check our FAQs , and if you can't find the answer there, please contact us .