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Integration Vacuum: Creating Action Space for Global Strategy Implementation in International Acquisitions
Author(s) -
Colman Helene Loe,
Grøgaard Birgitte
Publication year - 2013
Publication title -
thunderbird international business review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.553
H-Index - 37
eISSN - 1520-6874
pISSN - 1096-4762
DOI - 10.1002/tie.21553
Subject(s) - multinational corporation , ambiguity , space (punctuation) , process (computing) , action (physics) , business , process management , industrial organization , computer science , physics , finance , quantum mechanics , programming language , operating system
Many multinationals rely on acquisitions when expanding internationally. However, cross‐border integration processes are complex and often result in a looser integration than intended. In this study, we examine the postacquisition process in a multinational seeking global integration of its geographically dispersed organizational units. We find that politicization and ambiguity lead to integration vacuum where top‐down initiatives fail to achieve desired integration outcomes. However, the integration vacuum creates expanded space of action for the acquired firm to initiate unexpected bottom‐up integration. We contribute to the literature on multinationals by illuminating the challenges they face when extending their dominant strategic logic to international acquisitions. Furthermore, we identify the process through which politicization and ambiguity lead to integration vacuum that allows the foreign subsidiary an expanded space of action wherein it can initiate bottom‐up integration efforts. © 2013 Wiley Periodicals, Inc.