Is the speed of post-acquisition integration manageable? Case study: post-acquisition integration of HSBC with the Mercantile Bank, 1959–84

This study aims to fill in the gaps in existing business history research regarding post-acquisition integration by adopting a case study of the post-acquisition integration process between HSBC and Mercantile Bank (MB) 1959–84. It explores the impact of the institutional environment and organisational transformation on the speed of integration and tries to explain why the integration between HSBC and MB took so long. This study may also give some indications to the current emerging multinational companies (MNCs) from the developing countries.     

The role of MNEs’ internationalization patterns in their regional integration of FDI locations

Multinational enterprises (MNEs) use the regional aggregation and integration of their foreign direct investments as an important part of their internationalization. Internationalization decisions are integrated at the region level; however, little work has focused on explaining the extent of this regional integration. We develop theoretical arguments and test new hypotheses about MNEs’ general international experience and international geographic scope (i.e., institutional diversity and international dispersion) as predictors of their extent of regional integration. The results from a sample of Japanese MNEs validate these different effects, suggesting these MNE level variables are important for regional influences on their internationalization decisions. The results further our understanding of how MNEs organize their internationalization and strategic geographic foci.     

The effects of integration agreements in Western Hemisphere trade, 1970–2014

The paper analyzes the effects of four regional integration agreements (Common Market of the South [MERCOSUR], Andean Community [ANCOM], Central American Common Market [CACM] and North America Free Trade Agreement [NAFTA]) on bilateral trade in 19 countries from the Western Hemisphere for the period 1970–2014. For this purpose we estimate different gravity models to control for trade creation and diversion, export diversification and intra-industry trade using OLS log-linearized gravity model and Poisson pseudo-maximum-likelihood panel data estimators that allow controlling for zero-value trade flows. We find trade creation for ANCOM, MERCOSUR and CACM and trade diversion for NAFTA and MERCOSUR countries. Export diversification negatively affects bilateral trade in all American agreements, while intra-industry trade has contributed to trade expansion in ANCOM and the opposite for NAFTA, MERCOSUR and CACM. Global supply chains may help us explain these results. Finally, we find anticipatory effects on trade several years before the signing of the agreements, but only NAFTA countries seem to be natural trading partners in the region while the rest of Latin American regional agreements have not resulted in a comprehensive, profound and consolidated common market.     

The potential of African trade integration – Panel data evidence for the COMESA-EAC-SADC Tripartite

ABSTRACT

The COMESA-EAC-SADC Tripartite FTA, formed in 2011, is supposed to be a milestone towards Africa's continental trade integration. This study analyzes the impact of regional integration among the Tripartite countries on their bilateral imports before that date to evaluate the latest integration efforts. We estimate an extended gravity model on a large panel of 51 African countries using yearly observations from 1995 to 2010. We proxy existing formal trade barriers by sample average tariff data on imports from the world as well as indicator variables for the membership in regional FTAs. We consider different estimation techniques and discuss distinct sets of fixed effects. The PPML regression results indicate that remaining tariffs are significantly negatively correlated with imports throughout the preferred multiplicative models. An FTA status does not show a clear-cut import enhancing effect. In the specifications that control for country-year effects, the EAC coefficient is positively correlated with imports, and the COMESA and SADC FTA membership show a positive relation to imports within some reduced-sample robustness checks.     

A Eurasian (or a Soviet) Union? Consequences of further economic integration in the Commonwealth of Independent States

On January 1, 2012, the Customs Union of Belarus, Kazakhstan, and Russia took a big step in regional integration by removing all barriers to trade, capital, and labor movements between the three countries. Policymakers have signaled that even this landmark step is merely a way station en route to a comprehensive ‘Eurasian Union’ by 2015. However, is this idea of greater integration a good one, and if so, what shape should the integration take? This article examines the opportunities and challenges for both deeper (i.e., more intensive) and broader (i.e., more inclusive) integration in the Eurasian space and concludes that greater integration will work for all only if it is based on fostering the trade liberalization that has been missing from the region. Moreover, including Ukraine is not necessary for the integration to succeed, but Central Asian nations should be encouraged to follow the example of a liberalized Eurasian Union. Acting as the European Union did in the post-war era, the Eurasian Union could help member countries take the liberalizing steps they could not take on their own.     

Using the balanced scorecard on supply chain integration performance—a case study of service businesses

Supply chains are indispensable to corporations that seek to serve suppliers and customers better, to boost organization performance, to strengthen competitiveness, and to achieve continuous success. Currently, corporations place great emphasis on both supply chains and on balanced scorecards (BSCs) to develop effective measures to evaluate firm performance. This study discusses the integration of supply chain and performance based on the BSC measures developed by Kaplan and Norton (Harv Bus Rev 71(5):134–147, 1993; Harv Bus Rev 74(1):75–85, 1996) and Brewer and Speh (J Bus Logist 21(1): 79–93, 2000). The research applies case studies and a conceptual framework, modifying propositions accordingly. The main objectives of this study are to discuss the construction and implementation of supply chains, to determine how to handle supply chain barriers and to evaluate supply chain integration performance using the idea of a BSC. Companies at different levels in the supply chain are better served by assigning different levels of importance to different types of integration. Case studies show that supply chain integration involves supplier, internal, and customer barriers. The results of these studies have suggested that integrated supply chains can be dominated by one controlling member, which can be located either upstream or downstream in the chain. A new finding in this study is that varying degrees of supply chain integration are obtained due to corporations’ different positions in an industry. The study provides some insights for firms in the process of implementing a supply chain management system.     

Women's self-employment: An act of institutional (dis)integration? A multilevel,cross-country study

In this paper we investigate the extent to which gender equality disintegrates women's self-employment choice (compared to that for men) and whether this is contingent upon a country's development stage and industries. We rely on symbolic interactionism to argue that employment choices emerge from an interactive conversation between individual and social institutional processes. Using data from 61 countries, we find that overall gender equality is associated with the gender gap in men's and women's self-employment choices and that this association depends upon the country's development stage and industries. Contributions are made to women's entrepreneurship and institutional theory.     

Cross-channel integration – is it valued by customers?

It has been common for retail companies to use multiple channels simultaneously. However, simultaneous use is only the first step in creating a customer-centric multichannel system that demands channel synergies rather than parallel retail formats. Therefore, the perceived integration of customer-related functions and processes between the channels of multichannel systems is analyzed with respect to its significance for customer loyalty and usage of a multichannel system. Drawing on a sample (n) of 981 customers, the results indicate that linkages between retail channels positively affect customer loyalty and verify the importance of establishing a well-integrated – ‘seamless’ as perceived by the customer – multichannel system.     

European market integration and the political economy of corporate adjustment: OTE and Telecom Italia, 1949–2009

Despite the common challenges posed by European market integration and liberalisation, the behaviour of telecommunications operators across Europe suggests a variety of modes of adjustment and paths to privatisation. The article examines the puzzle of divergent responses to liberalisation by OTE and Telecom Italia (TI), casting light on their distinct paths to privatisation and internationalisation. The cases are considered in the context of the Varieties of Capitalism frame, which challenges the perspective that global market integration will lead to convergence in strategies and structures. Thus, the article suggests that the observed differences are largely explained by the domestic actors' preferences, and to a much lesser extent attributed to the globalising forces of technological change and competition.     

Does high supply chain integration enhance customer response speed?

The capability of customer response speed is commonly employed by firms that wish to strengthen their relationship with customers in order to maintain a high level of service in a hypercompetitive environment of rapidly changing technology. Improved customer response speed also helps manufacturers respond more rapidly to satisfy customer needs. However, does high level of supply chain integration with customers have positive impact on customer response speed? This study proposes a conceptual model to examine antecedents to better firm performance, with customer response speed as a mediator. The conceptual model was empirically tested using data collected from 809 manufacturing companies in the Greater China Region. The results show that the nature of the relationship between customer integration and customer response speed may vary substantially from one area to another. Also, customer response speed mediates between customer integration and firm performance in China and Taiwan.     

Is the more always better? A comparative study of internal and external integration practices in new product and new service development

This study investigates the relationship between internal and external integration practices and innovation success of new products and new services. Building on the idea that key success drivers in new product and new service development may have implementing costs besides their obvious benefits, this article examines the possibility that a nonlinear relationship in the shape of an inverted U exists between innovation success and the antecedents examined in this research. The present study also addresses scholars' call for research to investigate differences in the drivers of new product and new service success. The findings suggest that differences exist in the nature of the relationship—that is, linear versus nonlinear—between cross-functional integration, customer integration, and interfirm collaboration and innovation success in a new product versus new service setting.     

Does retail type matter? Consumer responses to channel integration in omni-channel retailing

A critical issue faced by marketing practitioners today is orchestrating strategies that provide a smooth consumer experience in an omni-channel environment. The extant literature offers limited guidance on managing the consumer journey in an omni-channel environment across different retail types. Using the S–O-R framework as its basis, this study generates novel insights by examining how different types of retailers influence consumer perceptions of channel integration (CPCI) as well as consumer empowerment, trust, satisfaction, and patronage intention. Data from 736 consumers was collected using purposive sampling to target those who interact with retailers from high-end specialty stores, department stores, and hypermarkets. The data was then analysed using partial least squares structural equation modelling (PLS-SEM). We find that consumers from high-end specialty stores, hypermarkets, and department stores have different perceptions when patronising the omni-channel retail business. The implications of the study are discussed and suggestions for future research are presented.     

Product resource–capability complementarity,integration mechanisms,and first product advantage

The current study extends work on resource-based theory (RBT) by exploring resource—capability complementarity in a new context—that of new technology ventures' (NTVs) first product (FP) commercialization in India. This study examines the influence of marketing and technology resource–capability complementarity on FP positional advantages (differentiation and cost-efficiency) and their influence on first product performance (FPP). Furthermore, this study incorporates the influence of supplier integration (SI) mechanisms (in terms of knowledge sharing and co-commercialization) in the process of FP commercialization. The findings suggest that asset complementarities have a positive relation with FP positional advantages, in that both differentiation and cost-efficiency enhance an NTV's FPP, and that SI moderates the relationships between both marketing and technology R–C complementarity and FP positional advantages.     

Partial or total integration in a cross‐border merger? Building a Nordic bank culture

The rate of failure for international mergers and acquisitions (M&As) is exceptionally high, since the integration of merging firms does not function well. Using a process perspective, this study aims to analyze the integration process in a cross‐border merger and the development of a common organizational culture. A framework based on premerger cultural and organizational fit, synergy, and resulting organizational culture is developed to study the growth of Nordea, a merger of four Nordic banks. Data include in‐depth interviews and secondary sources. This case study shows how cultural and managerial differences are dealt with and synergies realized. Building a broad organizational culture involving human resource management, decision making, technology, competitiveness, and customer relationships is necessary for merger integration, but it is costly and difficult. We suggest that success in mergers lies in managers creating a new cultural identity with unique values and perspectives.     

Do Japanese electronics firms still follow traditional vertical integration strategies? Evidence from the liquid crystal display industry

In the past, Japanese electronics firms have been known for following vertical integration strategies. Such strategies are consistent with Japanese managerial preferences, traditional relationships, and institutions in Japan. However, changes in the technological and competitive environment have resulted in increasing vertical specialization in the electronics industry outside of Japan. This paper examines whether and to what extent Japanese information technology and consumer electronics firms involved in active matrix Liquid Crystal Display production implemented and maintained integration strategies. While focusing on one industry, this paper aims to shed further light on changing attitudes and practices in Japanese management relating to strategy and internationalization.     

RMB25,200 million stateowned assets in Beijing are “seeking marriage” The first silk ball is thrown out for integration

After the 104 state-owned and state share-holding enterprises in Beijing issued their recombination plan to foreign capitals and private capitals,on July 25,Beijing State-owned Bureau threw out its first silk ball,but who will enentrally be hit by the ball is still a mystery at present .On the same day ,over 80 people from around 60 institutions ,such as authorized institutions by Beijing municipal government,and social intermediary organizations of investment,assessment,and auction--gathered together at the Beijing Property Exchange Center.What everybody is concerned about at the project introducing conference was the transfer of state-owned property-currently held by the Beijing Textile Holding Group.     

On Limitation of Action against Acts of Continuous Infringement of Trademark Right

The right to claim for damages for infringement is of the character of credit and an object of limitation of action. In case of trademark right infringement, the provision on limitation of action of the General Principles of the Civil Law also apply to the trademark proprietor‘s right to claim for damages for infringement. However,Article 18 of the Interpretation of Several Issues relating to Application of Law to Trial of Cases of Disputes over .     

Board of Investment,Stage of Cooperation

Mr.Lim Sit Chen,the Chairman of Board of Investment (BOI)in Mauritius,as a distinguished guest came to China ac- companying the Prime Minister of Mauritius,H.E. Dr.Navin- chandra Ramgoolam's visiting in this July.On the China- Mauritius Investment Promotion Seminar,excellent speech he delivered,charm of manner he was and great efforts to pro- mote the economic,trade and finance relations between China and Mauritius he had made,swept the audience off their feet. Besides Chairman of BOI,Mr.Lim owns many other titles under his name,such as Managing Director of Stewardship Consulting Pte Ltd in Singapore and President of Spirit of En- terprise in Mauritius. What's more, he has an international working experience and education background in Mauritius, Singapore and America. Recently,China's Foreign Trade had a written interview with Mr.Lim Sit Chen when he was on a business trip in Singa- pore.The following are the views he shared with us. By Editor