The long-term value of M&A activity that enhances learning organisations

Publication Type:

Journal Article

Source:

International Journal of Automotive Technology and Management, Volume 6, Number 2, p.157-176 (2006)

URL:

https://www.scopus.com/inward/record.uri?eid=2-s2.0-33744818195&partnerID=40&md5=5d9c93b032f77d20b41f249fc0bc8285

Abstract:

Viewing the automobile industry as being made up of independent learning-organisations may reveal some tie-ups that can generate value not easily revealed by traditional financial metrics. The key question to be answered when considering M&A activity between automakers from this perspective is how the formation of such a relationship (or its dissolution) may affect an automaker's organisational learning (e.g., the development of increasingly higher-performing organisational routines to shorten development lead times, improve a vehicle's overall customer satisfaction, improve the ease with which a vehicle can be assembled). We analyse three case studies to obtain insights into how M&A activity may be used to enhance the learning organisations of automakers. The first two cases, Renault-Nissan and Ford-Mazda, involve very significant but still minority equity stakes between Western and Japanese automakers. The third case, Chrysler-AMC, was a full acquisition involving two US firms. Copyright © 2006 Inderscience Enterprises Ltd.

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