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The Management of International Acquisitions$
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John Child, David Faulkner, and Robert Pitkethly

Print publication date: 2003

Print ISBN-13: 9780199267101

Published to Oxford Scholarship Online: September 2007

DOI: 10.1093/acprof:oso/9780199267101.001.0001

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Integration and Control

Integration and Control

Chapter:
(p.93) 8 Integration and Control
Source:
The Management of International Acquisitions
Author(s):

John Child (Contributor Webpage)

David Faulkner

Robert Pitkethly (Contributor Webpage)

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199267101.003.0008

This chapter presents findings on control and integration policies between parent and subsidiary that were adopted following acquisition. It draws on both quantitative and qualitative research which shows that strategic and operational control are independent concepts. There is an overall trend towards integration of subsidiaries. Parent companies exercised a large degree of control by reserving many key decisions. Degrees of integration and strategic and operational control differed noticeably by nationality. The relationship between integration and performance can also involve some important national differences. The data suggest that cross-cultural integration is likely to be, if anything, counter-productive compared to integration of companies of similar nationality. Two case studies are presented that contrast policies of high and low post-acquisition integration. Acquiring companies not only had generally differing approaches to the relationship between strategic and operational control and integration, but achieved differing results from their implementation.

Keywords:   strategic control, cross-cultural integration, performance, parent companies, subsidiary, operational control, nationality

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