Complexity offering opportunity: Mutual learning between Zhejiang Geely Holding Group and Volvo Cars in the post-acquisition process

IF 5.7 2区 管理学 Q1 BUSINESS Global Strategy Journal Pub Date : 2021-11-10 DOI:10.1002/gsj.1424
Anna Jonsson, Jan-Erik Vahlne
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引用次数: 5

Abstract

Research Summary

While much of the literature on complex global environments builds on studies of multinationals from mature markets, little is known about how firms from emerging markets understand and cope with complexity. This paper builds on a longitudinal case study of Zhejiang Geely Holding Group (ZGH) in the post-acquisition process of Volvo Car Group (VCG) and its efforts to learn how to learn in order to catch up with the internationalization process as means for developing capabilities and compete in the global automotive industry. Building on the Uppsala model, we contribute with insights how an emerging market multinational understands complexity and organize the post-acquisition process to explicitly emphasize the importance of mutual learning to develop and exploit opportunities to improve the business.

Managerial Summary

A key finding is that ZGH does not understand complexity only as a risk that should be coped with, managed and controlled—following the western idea of risk management—but also as an opportunity for learning. While the importance of knowledge management and organizational learning is often emphasized as a means to achieve competitive advantage, it is seldom as easily managed in practice. Building on insights from ZGH we illustrate that to enable knowledge development and mutual learning, top-management from the acquiring firm needs to emphasize learning and trust the acquired firm rather than controlling it. It is equally important that the acquired firm trust the intentions of the new owner and reflect on the interest in learning—not least to improve and remain valuable.

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复杂性提供机会:浙江吉利控股集团与沃尔沃汽车在收购后过程中的相互学习
虽然许多关于复杂全球环境的文献都是建立在对来自成熟市场的跨国公司的研究基础上的,但对于新兴市场的公司如何理解和应对复杂性却知之甚少。本文以浙江吉利控股集团(ZGH)在收购沃尔沃汽车集团(VCG)后的纵向案例研究为基础,学习如何学习,以赶上国际化进程,作为发展能力和参与全球汽车产业竞争的手段。在乌普萨拉模式的基础上,我们提供了新兴市场跨国公司如何理解复杂性和组织收购后流程的见解,以明确强调相互学习的重要性,以开发和利用机会来改善业务。一个关键的发现是,ZGH不仅将复杂性理解为一种应该应对、管理和控制的风险——遵循西方的风险管理理念——而且还将其视为一个学习的机会。虽然知识管理和组织学习的重要性经常被强调为获得竞争优势的手段,但在实践中很少这样容易管理。基于ZGH的见解,我们说明,为了实现知识发展和相互学习,收购方的高层管理人员需要强调学习和信任被收购方,而不是控制被收购方。同样重要的是,被收购的公司要信任新所有者的意图,并反思对学习的兴趣——不仅仅是为了提高和保持价值。
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来源期刊
CiteScore
14.20
自引率
11.80%
发文量
46
期刊介绍: The Global Strategy Journal is a premier platform dedicated to publishing highly influential managerially-oriented global strategy research worldwide. Covering themes such as international and global strategy, assembling the global enterprise, and strategic management, GSJ plays a vital role in advancing our understanding of global business dynamics.
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