Contradicting management control ideologies: a study of integration processes following cross-border acquisitions of large multinationals
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Buch |
| Sprache: | German |
| Veröffentlicht: |
2007
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Göteborg, Univ., Diss., 2007 |
| Beschreibung: | 281 S. graph. Darst. |
| ISBN: | 9789172462564 |
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| 500 | |a Göteborg, Univ., Diss., 2007 | ||
| 650 | 4 | |a Gesellschaft | |
| 650 | 4 | |a Multinationales Unternehmen | |
| 650 | 4 | |a Consolidation and merger of corporations |x Social aspects | |
| 650 | 4 | |a Corporate culture | |
| 650 | 4 | |a International business enterprises |x Management | |
| 650 | 4 | |a Organizational behavior | |
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Datensatz im Suchindex
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|---|---|
| adam_text | Table of Contents
1. INTRODUCTION........................................................................................................1
1.1 Management Control and Acquisitions................................................................1
1.2 Control Problems (across Borders) are Behavioral Problems.......................4
1.3 Towards the Research Problems and the Purpose............................................10
1.4 Delimitations............................................................................................................14
1.5 Outline of the Study...............................................................................................15
2. PRIOR RESEARCH AND THEORY.......................................................................17
2.1 The M A Phenomenon.............................................................................................17
2.2 M A Research and the Different Perspectives.................................................20
2.2.1 A Managerial and Strategic Perspective on M As.............................................20
2.2.2 A Process Perspective on M As.........................................................................23
2.2.3 A Human Resource and Culture Perspective on M As......................................29
2.2.4 The Acculturation Perspective on M As..........................................................33
2.2.5 Summary..............................................................................................................37
2.3 Management Control Research...........................................................................39
2.3.1 Only a Few Straightforward MC/M A Studies...................................................39
2.3.2 Mainstream Management Control Research and the Contingencies Found.......47
2.3.3 Do Certain M A Types Require Certain MCIntegration Tasks?.......................51
2.3.4 Summary..............................................................................................................54
2.4 Multinationals, Actors, and Cross border Issues...........................................56
2.4.1 National Culture and Cross border M A Integration Processes.......................56
2.4.2 The Organizational Culture and Management Styles..........................................60
2.4.3 Actors Roles and Reactions in Management Control Changes..........................63
2.4.4 Actors Experiences During Accounting Change................................................66
2.4.5 Rhetoric Components of Management Styles: The Swedish versus U.S. Context 68
2.5 Summary and Concluding Discussion..................................................................70
3. METHODOLOGY.....................................................................................................73
3.1 Management Control and Different Rationalities..........................................73
3.1.1 The Management Control Concept in Different Languages and Settings............73
3.1.2 Management Control, Ideology, and Actions......................................................76
3.1.3 Management Control, Decision making, Actions, and Action Rationality..........82
3.2 This Study, Narratives, Sense making, and the Picture of Reality...............84
3.3 A Pragmatic (Re ) Constructivist Research Approach.................................88
3.4TheFieldwork...........................................................................................................89
3.5 Validity, the Analysis, and the Presentation of the Interviews....................92
4. THE OVERALL CONTEXT OF THE TWO CASES............................................95
4.1 The Automotive Industry.......................................................................................95
4.2 The Group Historically and its Finance Functions in the 1990s..................98
4.3 Sale of the Daughter Car Company in 1999......................................................100
4.4 Acquisitions by the Mother Company (The Group) in 2001.............................103
5. CASE 1: ACQUIRING FOREIGN MULTINATIONALS...................................107
5.1 Different Management Control Structures...................................................107
5.1.1 Restructurings During and Shortly after the Acquisitions.................................707
5.1.2 Business Control and Financial Reporting........................................................110
5.1.3 Financial Policies and Procedures (FPP): The Group s While Book...............Ill
5.2 The First Round of Integration and Confrontation.......................................113
5.2.1 The Group s Way Compared to the Way of the Acquired Entities..................113
5.2.2 The Early Work of the Consulting Firms and Global Trucks............................115
5.2.3 Different Achievements at the Different Acquired Multinationals.....................119
5.3 The Second Round of Integration and Confrontation...................................122
5.3.7 After Global Trucks and the (Supposed) New role of Headquarters.................122
5.3.2 Colliding Management Control Structures........................................................124
5.3.3 The Confrontation with the FPP White Book....................................................128
5.3.4 Confrontations Due to (the Lack of) Performance Management Systems.........131
5.4 More about the Process, Enablers and Obstacles..........................................135
5.4.1 Historical Roots and Financial Necessity (or its Lack).....................................135
5.4.2 Unclear Ownership Concerns............................................................................138
5.4.3 The Role of Expatriates......................................................................................139
5.4.4 An External Legislation (SOX)..........................................................................140
5.5 The Future: Where to go, and by What Means?..............................................143
5.5.7 The Right Balance at the Top is a Learning Process.........................................143
5.5.2 Booms and Depressions: Different Global Realities.........................................745
5.5.3 Branding Issues, Competition, and Where to Go..............................................147
5.5.4 Diffusing the New Management Control Model..............................................149
5.6 Summary and Analyses.........................................................................................153
5.6.1 Tough Contact with Good and Bad Results.......................................................755
5.6.2 A Honeymoon Period with Relatively Little MC Integration Follows...............156
5.6.3 Comparability Requires More Changes............................................................759
6. CASE 2: BEING ACQUIRED BY A FOREIGN MULTINATIONAL...............161
6.1 Different System and Actor Worlds.................................................................161
6.7.7 The Role and Function of Finance and Accounting...........................................767
6.7.2 The Role and Function of Management Control Actors....................................766
6.7.5 The Gross Profit Model versus the Contribution Margin Model..................769
6.1.4 Decision making Styles, Running Projects, and Control Points........................773
6.2 Management Control Confrontations.............................................................177
6.2.7 The Honeymoon Period...................................................................................777
6.2.2 The Internal Construction of the Acquirer is Shaking.......................................181
6.2.3 The Project SPEED...........................................................................................183
6.2.4 The SOX Act: A Catalyst or a Resistance Driver...............................................186
6.2.5 More about Systems and the Change Processes................................................189
6.2.6 More about Actors, Structures, and the Change Processes...............................797
6.3 The Management Control Changes and Their Impact....................................202
6.3.7 The Improved Role of Finance, Cost Control, and Cost Squeezing...................202
6.3.2 The Crossroad and the Supposed Danger for the Brand...................................205
6.3.3 After the Crossroads and Combining Best Practices ......................................209
6.4 Summary and Analysis..........................................................................................212
6.4.1 The First Contact and the Awareness of Needed Changes................................272
v
6.4.2 A One Sided Change Initiator and Communication Process.............................213
6.4.3 A Mutual Way of Co operation and Group Compromises.................................216
7. ANALYSIS AND CONCLUSIONS........................................................................219
7.1 Highlighting the General Empirical Findings..................................................219
7.2 Different Management Control Models..........................................................221
7.2.1 The Common Group MC Way.........................................................................221
7.2.2 Real Alternatives Make MC Models Visible ....................................................223
7.2.3 The Models and the Different Focuses of the Acquirers....................................226
7.2.4 Summary............................................................................................................230
7.3 Ideological (MC) Contradictions.......................................................................232
7.3.1 The Four Aspects ofMC Actors Reality: An Illustrative Example...................232
7.3.2 Contradicting Management Control Realities: The Different TOPOI...............235
7.3.3 Different Structures and Decision versus Action Rationality............................239
7.3.4 More on Contradicting Logics and Rationales..................................................243
7.3.5 Summary............................................................................................................246
1A The Major Influence of Rhetoric/Persuasive Power......................................247
7.4.1 Results regarding Physical versus Socio ideological (or Mental) MC Changes
....................................................................................................................................247
7.4.2 An Incremental Approach with Guardians and Advocates................................249
7.4.3 The (Large) Power of Rhetorical/Persuasive Elements and Rhetorical Battles
....................................................................................................................................251
7.4.4 The (Limited) Power of Coercive Legitimacy....................................................254
7.4.5 Summary............................................................................................................256
7.5 Theoretical Summary and the Study s Wider Significance..........................257
7.5.1 Different Worlds Need Translations..................................................................257
7.5.2 Management Control and Intra versus Inter organizational Rhetoric.............260
7.5.3 Closing (Some of) the Gap between Practice and Theory.................................263
7.5.4 The Findings of this Study Compared to Earlier Studies...................................265
7.5.5 Overall Conclusions..........................................................................................269
7.6 Further Research..................................................................................................270
LIST OF FIGURES AND TABLES
Figure 1: The research area in a simple overview..........................................................13
Figure 2: The acquired firm s modes of acculturation................................................34
Figure 3: An acquirer s modes of acculturation..........................................................35
Figure 4: M A research perspectives, their focus, and MC/MCS in general...........38
Figure 5: Connection between corporate and business strategy..............................45
Figure 6: A rational way to look at MC s involvement during M A integration 56
Figure 7: Type and object of control...............................................................................59
Figure 8: The abstract concrete circle or from thoughts to action and vice
VERSA...................................................................................................................83
Figure 9: Reality and the theoretical perspectives.....................................................86
Figure 10: The push system versus the pull system at Ford and at VCC............164
Figure 11: An Overview of the general empirical findings........................................219
Figure 12: A consistency model The coherence between actors and more
contingent factors........................................................................................227
Figure 13: The major strengths of the different MC models....................................236
Figure 14: The different constructions........................................................................240
Figure 15: The different worlds.....................................................................................259
Figure 16: Intra versus Inter organizational Rhetoric............................................263
Figure 17: How management control practices and norms change.........................268
Table 1: The post M A integration tasks.......................................................................21
Table 2: Change barriers during accounting change..................................................67
Table 3: Data on the two acquisitions and the interviews accomplished................90
Table 4: Typical Characteristics of both Management Control Models..............231
|
| adam_txt |
Table of Contents
1. INTRODUCTION.1
1.1 Management Control and Acquisitions.1
1.2 Control Problems (across Borders) are Behavioral Problems.4
1.3 Towards the Research Problems and the Purpose.10
1.4 Delimitations.14
1.5 Outline of the Study.15
2. PRIOR RESEARCH AND THEORY.17
2.1 The M A Phenomenon.17
2.2 M A Research and the Different Perspectives.20
2.2.1 A Managerial and Strategic Perspective on M As.20
2.2.2 A Process Perspective on M As.23
2.2.3 A Human Resource and Culture Perspective on M As.29
2.2.4 The 'Acculturation Perspective' on M As.33
2.2.5 Summary.37
2.3 Management Control Research.39
2.3.1 Only a Few Straightforward MC/M A Studies.39
2.3.2 Mainstream Management Control Research and the Contingencies Found.47
2.3.3 Do Certain M A Types Require Certain MCIntegration Tasks?.51
2.3.4 Summary.54
2.4 Multinationals, Actors, and Cross border Issues.56
2.4.1 National Culture and Cross border M A Integration Processes.56
2.4.2 The Organizational Culture and Management Styles.60
2.4.3 Actors' Roles and Reactions in Management Control Changes.63
2.4.4 Actors' Experiences During Accounting Change.66
2.4.5 Rhetoric Components of Management Styles: The Swedish versus U.S. Context 68
2.5 Summary and Concluding Discussion.70
3. METHODOLOGY.73
3.1 Management Control and Different Rationalities.73
3.1.1 The Management Control Concept in Different Languages and Settings.73
3.1.2 Management Control, Ideology, and Actions.76
3.1.3 Management Control, Decision making, Actions, and Action Rationality.82
3.2 This Study, Narratives, Sense making, and the Picture of Reality.84
3.3 A "Pragmatic (Re ) Constructivist" Research Approach.88
3.4TheFieldwork.89
3.5 Validity, the Analysis, and the Presentation of the Interviews.92
4. THE OVERALL CONTEXT OF THE TWO CASES.95
4.1 The Automotive Industry.95
4.2 'The Group' Historically and its Finance Functions in the 1990s.98
4.3 Sale of the Daughter Car Company in 1999.100
4.4 Acquisitions by the Mother Company (The Group) in 2001.103
5. CASE 1: ACQUIRING FOREIGN MULTINATIONALS.107
5.1 Different Management Control Structures.107
5.1.1 Restructurings During and Shortly after the Acquisitions.707
5.1.2 Business Control and Financial Reporting.110
5.1.3 Financial Policies and Procedures (FPP): The Group's While Book.Ill
5.2 The First Round of Integration and Confrontation.113
5.2.1 'The Group's Way' Compared to the Way of the Acquired Entities.113
5.2.2 The Early Work of the Consulting Firms and Global Trucks.115
5.2.3 Different Achievements at the Different Acquired Multinationals.119
5.3 The Second Round of Integration and Confrontation.122
5.3.7 After Global Trucks and the (Supposed) New role of Headquarters.122
5.3.2 Colliding Management Control Structures.124
5.3.3 The Confrontation with the FPP White Book.128
5.3.4 Confrontations Due to (the Lack of) Performance Management Systems.131
5.4 More about the Process, Enablers and Obstacles.135
5.4.1 Historical Roots and Financial Necessity (or its Lack).135
5.4.2 Unclear Ownership Concerns.138
5.4.3 The Role of Expatriates.139
5.4.4 An External Legislation (SOX).140
5.5 The Future: Where to go, and by What Means?.143
5.5.7 The Right Balance at the Top is a Learning Process.143
5.5.2 Booms and Depressions: Different Global Realities.745
5.5.3 Branding Issues, Competition, and Where to Go.147
5.5.4 Diffusing the 'New' Management Control Model.149
5.6 Summary and Analyses.153
5.6.1 Tough Contact with Good and Bad Results.755
5.6.2 A Honeymoon Period with Relatively Little MC Integration Follows.156
5.6.3 Comparability Requires More Changes.759
6. CASE 2: BEING ACQUIRED BY A FOREIGN MULTINATIONAL.161
6.1 Different System and Actor Worlds.161
6.7.7 The Role and Function of Finance and Accounting.767
6.7.2 The Role and Function of Management Control Actors.766
6.7.5 The 'Gross Profit'Model versus the 'Contribution Margin' Model.769
6.1.4 Decision making Styles, Running Projects, and Control Points.773
6.2 Management Control Confrontations.177
6.2.7 The 'Honeymoon'Period.777
6.2.2 The Internal Construction of the Acquirer is Shaking.181
6.2.3 The Project SPEED.183
6.2.4 The SOX Act: A Catalyst or a Resistance Driver.186
6.2.5 More about Systems and the Change Processes.189
6.2.6 More about Actors, Structures, and the Change Processes.797
6.3 The Management Control Changes and Their Impact.202
6.3.7 The Improved Role of Finance, Cost Control, and Cost Squeezing.202
6.3.2 The Crossroad and the Supposed Danger for the Brand.205
6.3.3 After the Crossroads and Combining 'Best Practices'.209
6.4 Summary and Analysis.212
6.4.1 The First Contact and the Awareness of Needed Changes.272
v
6.4.2 A One Sided Change Initiator and Communication Process.213
6.4.3 A Mutual Way of Co operation and Group Compromises.216
7. ANALYSIS AND CONCLUSIONS.219
7.1 Highlighting the General Empirical Findings.219
7.2 Different Management Control Models.221
7.2.1 The 'Common' Group MC Way.221
7.2.2 Real Alternatives Make MC Models 'Visible'.223
7.2.3 The Models and the Different Focuses of the Acquirers.226
7.2.4 Summary.230
7.3 Ideological (MC) Contradictions.232
7.3.1 The Four Aspects ofMC Actors' Reality: An Illustrative Example.232
7.3.2 Contradicting Management Control Realities: The Different TOPOI.235
7.3.3 Different Structures and Decision versus Action Rationality.239
7.3.4 More on Contradicting Logics and Rationales.243
7.3.5 Summary.246
1A The Major Influence of Rhetoric/Persuasive Power.247
7.4.1 Results regarding Physical versus Socio ideological (or Mental) MC Changes
.247
7.4.2 An Incremental Approach with Guardians and Advocates.249
7.4.3 The (Large) Power of Rhetorical/Persuasive Elements and 'Rhetorical Battles'
.251
7.4.4 The (Limited) Power of Coercive Legitimacy.254
7.4.5 Summary.256
7.5 Theoretical Summary and the Study's Wider Significance.257
7.5.1 Different Worlds Need Translations.257
7.5.2 Management Control and Intra versus Inter organizational Rhetoric.260
7.5.3 Closing (Some of) the Gap between Practice and Theory.263
7.5.4 The Findings of this Study Compared to Earlier Studies.265
7.5.5 Overall Conclusions.269
7.6 Further Research.270
LIST OF FIGURES AND TABLES
Figure 1: The research area in a simple overview.13
Figure 2: The acquired firm's modes of acculturation.34
Figure 3: An acquirer's modes of acculturation.35
Figure 4: M A research perspectives, their focus, and MC/MCS in general.38
Figure 5: Connection between corporate and business strategy.45
Figure 6: A rational way to look at MC's involvement during M A integration 56
Figure 7: Type and object of control.59
Figure 8: The 'abstract concrete' circle or from thoughts to action and vice
VERSA.83
Figure 9: Reality and the theoretical perspectives.86
Figure 10: The 'push' system versus the 'pull' system at Ford and at VCC.164
Figure 11: An Overview of the general empirical findings.219
Figure 12: A consistency model The coherence between actors and more
contingent factors.227
Figure 13: The major strengths of the different MC models.236
Figure 14: The different constructions.240
Figure 15: The different worlds.259
Figure 16: Intra versus Inter organizational Rhetoric.263
Figure 17: How management control practices and norms change.268
Table 1: The post M A integration tasks.21
Table 2: Change barriers during accounting change.67
Table 3: Data on the two acquisitions and the interviews accomplished.90
Table 4: Typical Characteristics of both Management Control Models.231 |
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| spelling | Beusch, Peter Verfasser aut Contradicting management control ideologies a study of integration processes following cross-border acquisitions of large multinationals Peter Beusch 2007 281 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Göteborg, Univ., Diss., 2007 Gesellschaft Multinationales Unternehmen Consolidation and merger of corporations Social aspects Corporate culture International business enterprises Management Organizational behavior (DE-588)4113937-9 Hochschulschrift gnd-content HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016257521&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Beusch, Peter Contradicting management control ideologies a study of integration processes following cross-border acquisitions of large multinationals Gesellschaft Multinationales Unternehmen Consolidation and merger of corporations Social aspects Corporate culture International business enterprises Management Organizational behavior |
| subject_GND | (DE-588)4113937-9 |
| title | Contradicting management control ideologies a study of integration processes following cross-border acquisitions of large multinationals |
| title_auth | Contradicting management control ideologies a study of integration processes following cross-border acquisitions of large multinationals |
| title_exact_search | Contradicting management control ideologies a study of integration processes following cross-border acquisitions of large multinationals |
| title_exact_search_txtP | Contradicting management control ideologies a study of integration processes following cross-border acquisitions of large multinationals |
| title_full | Contradicting management control ideologies a study of integration processes following cross-border acquisitions of large multinationals Peter Beusch |
| title_fullStr | Contradicting management control ideologies a study of integration processes following cross-border acquisitions of large multinationals Peter Beusch |
| title_full_unstemmed | Contradicting management control ideologies a study of integration processes following cross-border acquisitions of large multinationals Peter Beusch |
| title_short | Contradicting management control ideologies |
| title_sort | contradicting management control ideologies a study of integration processes following cross border acquisitions of large multinationals |
| title_sub | a study of integration processes following cross-border acquisitions of large multinationals |
| topic | Gesellschaft Multinationales Unternehmen Consolidation and merger of corporations Social aspects Corporate culture International business enterprises Management Organizational behavior |
| topic_facet | Gesellschaft Multinationales Unternehmen Consolidation and merger of corporations Social aspects Corporate culture International business enterprises Management Organizational behavior Hochschulschrift |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016257521&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT beuschpeter contradictingmanagementcontrolideologiesastudyofintegrationprocessesfollowingcrossborderacquisitionsoflargemultinationals |