Purpose. This paper aims to show the importance of introducing an integration manager (i.e. an executive position used to channel the acquiring firm’s course of action and strengthen the success of a post-acquisition integration process) within the acquiring firm’s board of directors. Design/methodology/approach. This is a theoretical paper that introduces the integration manager within the board of privately held firms going internationally via acquisitions and serving as an “out-insider” director able to balance the conflicting demands of the previously separated entities during their integration process. The authors present an explanatory case study that empirically contributes to the board of directors’ design for internationalization. Findings. The authors posit that the integration manager serves as an “out-insider” director of the board for privately held firms, possessed by large-block shareholders, going internationally via acquisitions, providing the necessary expertise and knowledge of the target firm’s products and industry. Originality/value. The provided study aims to show that international acquisitions, even though apparently less risky than greenfield investments, may require additional neutral information flow – both within the due-diligence process and the post-acquisition integration – that only outsiders possess. Such an outsider has been individuated in the integration manager whose crucial role focuses on smoothing the pre- and post-acquisition integration processes.

(2017). Internationalization of firms: revitalizing the board of directors after a cross-border acquisition [journal article - articolo]. In MANAGEMENT RESEARCH. Retrieved from http://hdl.handle.net/10446/84326

Internationalization of firms: revitalizing the board of directors after a cross-border acquisition

PICONE, Pasquale Massimo
2017-01-01

Abstract

Purpose. This paper aims to show the importance of introducing an integration manager (i.e. an executive position used to channel the acquiring firm’s course of action and strengthen the success of a post-acquisition integration process) within the acquiring firm’s board of directors. Design/methodology/approach. This is a theoretical paper that introduces the integration manager within the board of privately held firms going internationally via acquisitions and serving as an “out-insider” director able to balance the conflicting demands of the previously separated entities during their integration process. The authors present an explanatory case study that empirically contributes to the board of directors’ design for internationalization. Findings. The authors posit that the integration manager serves as an “out-insider” director of the board for privately held firms, possessed by large-block shareholders, going internationally via acquisitions, providing the necessary expertise and knowledge of the target firm’s products and industry. Originality/value. The provided study aims to show that international acquisitions, even though apparently less risky than greenfield investments, may require additional neutral information flow – both within the due-diligence process and the post-acquisition integration – that only outsiders possess. Such an outsider has been individuated in the integration manager whose crucial role focuses on smoothing the pre- and post-acquisition integration processes.
journal article - articolo
2017
Pisano, Vincenzo; Faraci, Rosario; Cabiddu, Francesca; Picone, Pasquale Massimo
(2017). Internationalization of firms: revitalizing the board of directors after a cross-border acquisition [journal article - articolo]. In MANAGEMENT RESEARCH. Retrieved from http://hdl.handle.net/10446/84326
File allegato/i alla scheda:
File Dimensione del file Formato  
MRJIAM-10-2015-0614.pdf

Solo gestori di archivio

Versione: publisher's version - versione editoriale
Licenza: Licenza default Aisberg
Dimensione del file 198.07 kB
Formato Adobe PDF
198.07 kB Adobe PDF   Visualizza/Apri
Pubblicazioni consigliate

Aisberg ©2008 Servizi bibliotecari, Università degli studi di Bergamo | Terms of use/Condizioni di utilizzo

Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/10446/84326
Citazioni
  • Scopus 4
  • ???jsp.display-item.citation.isi??? 2
social impact