跨越身份的鸿沟:组织身份不对称与整合战略选择

Bridging the Chasm Between Identities: Identity Asymmetry and Post-acquisition Integration Strategy

本研究针对核心问题"来源国劣势下后发跨国企业如何选择并购后整合战略"展开讨论。研究将重点放在组织层面,从组织身份视角来探索来源国劣势的微观作用机制,提出"组织身份不对称"的构念,深入探索后发企业跨国并购如何选择整合战略来应对组织身份不对称和并购动机产生的"自治—协调"困境,以及双重身份管理时的"隔离—整合"难题。研究发现来源国劣势具有组织异质性,最终的"净劣势"集中体现在后发跨国公司与被收购企业组织身份不对称上。进一步,组织身份不对称会导致后发跨国公司在与海外被收购企业的二元关系中"合作伙伴合法性"缺失,给协调和学习带来压力。为解决上述压力,后发跨国公司会通过实施不同整合战略、设计安排不同的协调机制来对两种身份进行管理以应对挑战、满足并购动机。由此,本文归纳出来源国劣势与组织身份不对称,组织身份不对称、并购动机和整合战略选择之间的逻辑关系,最终得到一个整合框架。

This study intends to seek the answer of the question" How do EMNEs make integration strategy choice when confronting with liability of origin? "Focused on the organizational level, this study explores the micro-function mechanism of liability of origin from the perspective of organizational identity, puts forward the concept of" organizational asymmetry ", and explores in depth how the late-coming companies' cross-border mergers and acquisitions will choose the integration strategy to deal with problems like the organizational identity asymmetry," Autonomous-coordination "dilemmas arising from merger and acquisition motives, and" isolation-integration "dilemmas in dual identity management. It comes to the conclusions that liability of origin has organizational heterogeneity, and the" net liability "will finally be epitomized in identity asymmetry between the acquiring and the acquired firms. Furthermore, identity asymmetry will lead to a lack of partnership legitimacy in the headquarter-subsidiary relationship, exerting burdens and pressure on the process of coordination and organizational learning. In order to response to these burdens, EMNEs will adopt various integration strategies and design different coordination mechanisms to deal with the dual-identity issue,so that meet the challenges and satisfy the motivation of mergers and acquisitions. Therefore, this article summarizes the logical relationship between the liability of origin and organizational identity asymmetry, and the relationship between the asymmetry of organizational identities, the motivation of mergers and acquisitions, and the choice of integration strategy, resulting in an integrated framework.