Post-Acquisition Management: A Process of Strategic and Organisational Learning

Roland Deiser

Chapter 14 in The Management of Corporate Acquisitions, 1994, pp 359-390 from Palgrave Macmillan

Abstract: Abstract In spring 1991, Percy Barnevik, CEO of ABB, the European engineering company, gave an interview to the Harvard Business Review, in which he emphasised the importance of balancing such ambiguous factors as sufficient size, a clearly structured and well positioned core business, multicultural attitudes, and a multi-domestic presence in order to meet the demands of competitive rules of the emerging European Common Market (HBR March/April 1991). He pointed out very clearly that ABB is striving to build a corporate structure and a company-wide managerial attitude that enhance the implementation of these goals — a tremendous challenge for organisational learning. While Barnevik’s organisational vision and ABB’s efforts to implement are pacesetting, they also serve as a summary of the managerial challenges of a post-acquisition process.

Keywords: Project Team; Organisational Learning; Political Process; Harvard Business Review; Strategic Orientation (search for similar items in EconPapers)
Date: 1994
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-349-13016-0_14

Ordering information: This item can be ordered from
http://www.palgrave.com/9781349130160

DOI: 10.1007/978-1-349-13016-0_14

Access Statistics for this chapter

More chapters in Palgrave Macmillan Books from Palgrave Macmillan
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().