Knowledge transfer in the post-aquisition phase: a case study
| Authors | |
|---|---|
| Year of publication | 2018 |
| Type | Article in Proceedings |
| Conference | Proceedings of the 19th European Conference on Knowledge Management |
| MU Faculty or unit | |
| Citation | |
| Keywords | knowledge transfer; subsidiary; strategy; performance; MNE |
| Description | The ineffective integration is commonly found in the literature as one of the reasons M&A fail to meet expectations. The efficient knowledge transfer in the post-acquisition phase contributes significantly to the ultimate success of the acquisition. This is more pronounced when the distance between the acquirer and the acquired company is huge. Therefore, even the research in the field of knowledge transfer is mostly undertaken in an international setting. This article uses a single case study approach to examine the knowledge transfer in the post-acquisition phase in a technology company, a leading enterprise office solutions provider. Specifically, it focuses on barriers in the areas of knowledge sharing, culture, language, communication and technology in the Czech-Australian global virtual teams. Results from an in-depth interview and four questionnaires both from acquiring and acquired company show the key challenges that the company encountered in each area. On the basis of the findings, the authors propose solutions for the future acquisitions. The findings might be of a high importance to medium-sized companies acquiring entities abroad, as well as to benefit the existing research about knowledge sharing in the post-acquisition phase. |