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The choice of insider or outsider top executives in acquired companies

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The choice of insider or outsider top executives in acquired companies. / Angwin, Duncan; Meadows, Maureen .
In: Long Range Planning, Vol. 42, No. 3, 06.2009, p. 359-389.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Angwin, D & Meadows, M 2009, 'The choice of insider or outsider top executives in acquired companies', Long Range Planning, vol. 42, no. 3, pp. 359-389. https://doi.org/10.1016/j.lrp.2009.05.005

APA

Angwin, D., & Meadows, M. (2009). The choice of insider or outsider top executives in acquired companies. Long Range Planning, 42(3), 359-389. https://doi.org/10.1016/j.lrp.2009.05.005

Vancouver

Angwin D, Meadows M. The choice of insider or outsider top executives in acquired companies. Long Range Planning. 2009 Jun;42(3):359-389. doi: 10.1016/j.lrp.2009.05.005

Author

Angwin, Duncan ; Meadows, Maureen . / The choice of insider or outsider top executives in acquired companies. In: Long Range Planning. 2009 ; Vol. 42, No. 3. pp. 359-389.

Bibtex

@article{65d18060abbb462d9dd47e16659f93a0,
title = "The choice of insider or outsider top executives in acquired companies",
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.",
keywords = "Post acquisition integration, post acquisition management, Insiders and Outsiders, Top management change",
author = "Duncan Angwin and Maureen Meadows",
year = "2009",
month = jun,
doi = "10.1016/j.lrp.2009.05.005",
language = "English",
volume = "42",
pages = "359--389",
journal = "Long Range Planning",
issn = "0024-6301",
publisher = "ELSEVIER SCI LTD",
number = "3",

}

RIS

TY - JOUR

T1 - The choice of insider or outsider top executives in acquired companies

AU - Angwin, Duncan

AU - Meadows, Maureen

PY - 2009/6

Y1 - 2009/6

N2 - 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.

AB - 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.

KW - Post acquisition integration

KW - post acquisition management

KW - Insiders and Outsiders

KW - Top management change

U2 - 10.1016/j.lrp.2009.05.005

DO - 10.1016/j.lrp.2009.05.005

M3 - Journal article

VL - 42

SP - 359

EP - 389

JO - Long Range Planning

JF - Long Range Planning

SN - 0024-6301

IS - 3

ER -