How acquisitions can revitalize companies

IF 4 4区 管理学 Q2 BUSINESS
F. Vermeulen
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引用次数: 35

Abstract

Corporate executives typically have strategic explanations for their acquisitions: that buying the company in question makes sense geographically or that the products are synergistic. However, if you inquire two years later how the company has benefited, managers tend to focus on the "softer" factors with comments like, "They made us rethink our decision-making processes," or "They introduced us to a new approach to product development," or simply "They shook up our culture." To understand this apparent contradiction, the author analyzes the acquisitions and performance of a number of large, successful companies. Several of the companies included in the research suffered from rigidity. However, the author found that companies were able to use acquisitions to restore a sense of vitality to their businesses and unleash a subsequent surge in performance. The acquired companies often stimulated the acquiring companies to develop new perspectives and different ways of doing things at critical times. Acquisitions kept their organizations fresh and vital. Even if the enterprises did not pursue acquisitions for this reason, the process of buying businesses and deciding how to integrate them into their corporate structures enabled acquirers to renew themselves before their products and operating methods became outdated.
收购如何重振公司
企业高管通常会对自己的收购做出战略上的解释:收购目标公司在地理上是合理的,或者两家公司的产品具有协同效应。然而,如果你在两年后询问公司的受益情况,经理们往往会关注“软”因素,比如“他们让我们重新思考我们的决策过程”,或者“他们向我们介绍了一种新的产品开发方法”,或者简单地说“他们动摇了我们的文化”。为了理解这种明显的矛盾,作者分析了一些大型成功公司的收购和业绩。研究中包括的几家公司都遭遇了僵化。然而,作者发现,企业能够利用收购来恢复企业的活力,并随后释放业绩的激增。在关键时刻,被收购公司往往会激励收购公司发展新的视角和不同的做事方式。收购使他们的组织保持新鲜和活力。即使企业没有因为这个原因而进行收购,收购企业并决定如何将其整合到企业结构中的过程也使收购方能够在其产品和运营方法过时之前进行自我更新。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
3.30
自引率
2.40%
发文量
0
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