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| Author: | Angwin, D.N. Meadows, M. |
| Title: | The choice of insider or outsider top executives in acquired companies |
| Journal: | Long Range Planning
2009 : JUN, VOL. 42:3, p. 359-389 |
| Index terms: | top management mergers performance appraisal integration strategic management |
| Language: | eng |
| Abstract: | A considerable debate exists 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 reveal mixed results. This, again, may in part be caused by such studies failing to recognise that there are many distinct post-acquisition strategies that may require the deployment of different types of top executives. The article presents this limitation by bringing together the longstanding insider / outsider debate with a post-acquisition framework, in order to examine whether there is a link between top management type and post-acquisition intergration strategy. A survey and cases are used as sources of data, and clear associations are found between top executive type and particular post-acquisition styles. |
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