Access

You are not currently logged in.

Access your personal account or get JSTOR access through your library or other institution:

login

Log in to your personal account or through your institution.

International Acquisition Success: Social Community and Dominant Logic Dimensions

Alain Verbeke
Journal of International Business Studies
Vol. 41, No. 1 (Jan., 2010), pp. 38-46
Stable URL: http://www.jstor.org/stable/27752476
Page Count: 9
  • Download ($34.00)
  • Cite this Item
International Acquisition Success: Social Community and Dominant Logic Dimensions
Preview not available

Abstract

International acquisitions intended to achieve knowledge transfers and improvements of innovation capacity can only be successful if the acquirer devotes balanced attention to (a) building a unified social community and (b) achieving requisite commonality in dominant logic. The balance between these two dimensions of success depends on the activity class considered: in some activity classes, imposing the acquiring firm's dominant logic will be dysfunctional, and therefore the post-acquisition managerial focus may need to shift towards social community building. Bresman, Birkinshaw and Nobel's (1999) acclaimed "JIBS" paper should be commended for identifying the social community dimension as a critical driver of international acquisition success.

Page Thumbnails

  • Thumbnail: Page 
[38]
    [38]
  • Thumbnail: Page 
39
    39
  • Thumbnail: Page 
40
    40
  • Thumbnail: Page 
41
    41
  • Thumbnail: Page 
42
    42
  • Thumbnail: Page 
43
    43
  • Thumbnail: Page 
44
    44
  • Thumbnail: Page 
45
    45
  • Thumbnail: Page 
46
    46