How do acquiring firms’ strategic orientations shape post-acquisition integration and ultimately influence acquisition performance? This article examines how market- and entrepreneurial-oriented acquirers approach coordination and managerial autonomy differently following acquisitions. Drawing on a multi-country sample of SME acquirers across the Nordics, German-speaking Europe, and China, the study shows that strategic orientation shapes how managers conceptualize acquisitions and implement integration decisions.
Authors and Affiliations:
● Florian Bauer (University of Bristol)
● David R. King (Florida State University)
● Jeffrey G. Covin (University of Wyoming)
● Svante Schriber (Stockholm University)
● Nir Brueller (Tel Aviv University)
● Qingxiong Weng (University of Science and Technology of China)
