The micro-foundations of strategic ambidexterity: Chinese cross-border M&As,Mid-View thinking and integration management |
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| Institution: | 1. School of International Trade and Economics, Central University of Finance and Economics, Haidian District, Beijing, 100044, PR China;2. Henley Business School University of Reading, RG6 6UD, Reading, United Kingdom;3. Birmingham Business School, University of Birmingham, B15 2TT, United Kingdom;4. Department of Management, University of Rome “Link Campus”, Paris School of Business, Paris, France; National Research University Higher School of Economics, Moscow, Russia.;1. Trinity Business School, Trinity College Dublin, The University of Dublin, Ireland;2. School of Business and Engineering, Halmstad University, Sweden;1. Research School of Management, The Australian National University, Australia;2. The University of Sydney Business School, The University of Sydney, Australia;3. School of Management, Chongqing Technology and Business University, China;1. International Business, Nottingham Trent University, Nottingham Business School, 7thFloor, 50 Shakespeare Street, Nottingham, NG1 4QU, United Kingdom;2. International Business, Brunel University, Brunel Business School, Kingston Lane, London, Uxbridge, UB8 3PH, United Kingdom;3. Wyższa Szkoła Bankowa w Gdańsku, aleja Grunwaldzka 238A, 80-266 Gdańsk, Poland;4. International Business, Nottingham Trent University, Nottingham Business School, 7th Floor, 50 Shakespeare Street, Nottingham, NG1 4QU, United Kingdom;1. NEOMA Business School, Reims Campus, France;2. Anglia Ruskin University, United Kingdom;3. Khalifa University, Abu Dhabi, United Arab Emirates;4. Aston Business School, Aston University, United Kingdom;5. Birmingham Business School, Birmingham University, United Kingdom;6. Newcastle Business School, University of Newcastle, Australia;7. University of Grenada, Spain;1. Henley Business School, University of Reading, United Kingdom;2. Ivey Business School, Western University, Canada |
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| Abstract: | Chinese cross-border mergers and acquisitions (M&As) display several unique properties in relation to the ways in which their international business operations are organised and managed. Their seemingly puzzling ‘light-touch’ integration approach can be significantly understood from a strategic ambidexterity perspective: on the one hand, the ‘light-touch’ enables the exploitation of the targets’ existing knowledge bases; on the other hand, elements of the ‘light-touch’ facilitate the exploration of the new knowledge arising from the collaboration between targets and acquirers. However, an important theoretical gap remains: why do Chinese companies deploy such a strategic ambidexterity approach in their post-acquisition integrations? This paper aims to fill this gap by proposing Mid-View thinking as a micro-foundation of strategic ambidexterity in integration management from a cultural and philosophical perspective. To illuminate our conceptualization and argument, we conducted qualitative in-depth interviews with CEOs/high-level managers of acquired German companies. Communication approach and organizational control—as two critical aspects in integration management—reveal how Mid-View thinking can serve as a micro-foundation of strategic ambidexterity. We conclude this paper by presenting its theoretical contributions, managerial implications, and future research directions. |
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| Keywords: | Cross-border mergers and acquisitions communication organizational control post- acquisition integration strategic ambidexterity Mid-View thinking micro-foundation |
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