The paper aims to examine the consequences of a cross‐border acquisition on business network changes in the Russian bakery industry.
This study employs the IMP group's network approach to analyse the empirical single case study with two embedded sub‐cases.
The empirical study offers a typology on the forms of network change that may be triggered by mergers and acquisitions (M&As), while the conceptual framework broadens understanding of the change sequence and reciprocal interaction among actors, activities, resources and the external environment, with implications for network change analysis.
While the theoretical position developed fits the unique characteristics of the case studied in the industry and country settings, it is necessary to be cautious in generalising the study beyond this context.
For managers of merging parties to garner superior performance from the network changes they initiate, it is critical for them to have precise insights into their network. Other connected actors must also adapt to the changes triggered by the merging parties, if they want to maintain their network positions.
For academicians, the paper attempts to broaden the understanding of different forms of network change that M&As may evoke. For practitioners, it offers a picture of what internal and external adjustments may be required of them following an M&A.
Degbey, W. and Pelto, E. (2013), "Cross‐border M&A as a trigger for network change in the Russian bakery industry", Journal of Business & Industrial Marketing, Vol. 28 No. 3, pp. 178-189. https://doi.org/10.1108/08858621311302831Download as .RIS
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