Aggressive acquirers, laidback owners? Organisational dynamics of subsidiary integration in Chinese MNCs
Yu Zheng ()
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Yu Zheng: Royal Holloway, University of London
Asian Business & Management, 2016, vol. 15, issue 4, 317-342
Abstract Why do Chinese MNCs appear to be ‘aggressive’ in cross-border acquisition (Zeng and Williamson, 2003), yet ‘laidback’ (Liu and Woywode, 2013) in consolidating subsidiaries in developed economies? This paper addresses this question by examining the power dynamics underpinning subsidiary integration and by bridging two relatively disconnected streams of literature in international business: subsidiary integration of emerging-market MNCs in advanced economies, and power relations inside MNCs. An exploratory case study is outlined to examine a Chinese MNC’s attempt to consolidate a newly acquired Canadian subsidiary. The findings suggest that developing process-based power is critical to subsidiary integration for Chinese MNCs.
Keywords: Chinese private firms; emerging-market MNCs; international acquisition; power relations; strategic-asset augmentation; subsidiary integration (search for similar items in EconPapers)
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