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The choice of insider or outsider top executives in acquired companies

Angwin, Duncan N. and Meadows, Maureen (2009). The choice of insider or outsider top executives in acquired companies. Long Range Planning, 42(3) pp. 359–389.

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DOI (Digital Object Identifier) Link: https://doi.org/10.1016/j.lrp.2009.05.005
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Abstract

There is considerable debate amongst academics and practitioners over whether top executives of acquired or merged companies should stay or go, post-deal, as studies exploring the link with organisational performance show mixed results. This may in part be due to such studies failing to recognise that there are a number of distinct post-acquisition strategies which may require the deployment of different types of top executive. This paper addresses this limitation by bringing together the longstanding Insider/Outsider debate with a post-acquisition integration framework, in order to investigate whether there is a link between top management type and post-acquisition integration strategy. Using a dual methodology of survey and cases drawing on UK M&A data, clear associations are found between top executive type and particular post-acquisition styles. Underlying these patterns, the value-creating/value-capturing distinction of the Resource-Based View appears to have a greater influence over top executive deployment than do issues of Organisational Fit. This suggests strategic intentions have ascendancy over organisational constraints in the selection of top executives for managing post-acquisition integration.

Item Type: Journal Item
Copyright Holders: 2009 Elsevier Ltd
ISSN: 0024-6301
Academic Unit/School: Faculty of Business and Law (FBL) > Business > Department for Strategy and Marketing
Faculty of Business and Law (FBL) > Business
Faculty of Business and Law (FBL)
Item ID: 21997
Depositing User: Maureen Meadows
Date Deposited: 13 Jul 2010 15:08
Last Modified: 07 Dec 2018 22:11
URI: http://oro.open.ac.uk/id/eprint/21997
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