Autonomy as a Strategic Dial: A Dynamic Framework for Managing Acquired Subsidiaries

Thomas Lawton, Duncan Angwin, Brice Dattee (), Jean-Luc Arrègle () and Paolo Barbieri
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Thomas Lawton: UCC - University College Cork, Dartmouth College [Hanover]
Duncan Angwin: UCL - University College of London [London]
Brice Dattee: EM - EMLyon Business School
Jean-Luc Arrègle: EM - EMLyon Business School
Paolo Barbieri: UNIBO - Alma Mater Studiorum Università di Bologna = University of Bologna

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Abstract: Managing acquired subsidiaries can be daunting. Parent and affiliate executives strive to co-create value, but fixed mindsets around subsidiary autonomy can result in diverging interests and outcomes. Through a longitudinal study of Audi's post-acquisition integration of supercar manufacturer Lamborghini, this article provides guidance on how to manage the level of acquired subsidiary autonomy as a strategic dial that can be dynamically adjusted over time for mutual benefit. This dynamic approach to autonomy rests on three specific managerial levers—appraisal respect, organizational identity, and resource orchestration. These can enable the renewal of competitive capabilities and sustain post-acquisition success.

Keywords: Acquisition; Autonomy (search for similar items in EconPapers)
Date: 2024-05
Note: View the original document on HAL open archive server: https://hal.science/hal-04530265
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Published in California Management Review, 2024, 66 (3), 47-68 p. ⟨10.1177/00081256241238054⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04530265

DOI: 10.1177/00081256241238054

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