Re-Distribution of Value Chain Activities Following Acquisition in the Brewery Sector

    Research output: Contribution to conferencePaperResearchpeer-review

    Abstract

    In this paper, we investigate post-acquisition integration of acquired firms and subsequent developments in new subsidiary strategic responsibilities in value-chain activities. Using comparative case study methodology, we illustrate the forms, degrees and evolution of strategic responsibilities using in-depth analysis of six acquisitions from the Danish brewery, Carlsberg. The analysis reveals that the initial mandates at the time of acquisition were designed based on new subsidiaries’ core competencies and resources, and Carlsberg’s acquisition motives. Yet, the mandates did not remain static. Over time, some subsidiaries gained new value chain mandates or they substantially increased their scale in terms of production capacities or the markets in which they operated. From the practical point of view, this implies managers of the acquiring firm must pay close attention to the form and extent of integration if the acquisition is fulfill its potential.
    In this paper, we investigate post-acquisition integration of acquired firms and subsequent developments in new subsidiary strategic responsibilities in value-chain activities. Using comparative case study methodology, we illustrate the forms, degrees and evolution of strategic responsibilities using in-depth analysis of six acquisitions from the Danish brewery, Carlsberg. The analysis reveals that the initial mandates at the time of acquisition were designed based on new subsidiaries’ core competencies and resources, and Carlsberg’s acquisition motives. Yet, the mandates did not remain static. Over time, some subsidiaries gained new value chain mandates or they substantially increased their scale in terms of production capacities or the markets in which they operated. From the practical point of view, this implies managers of the acquiring firm must pay close attention to the form and extent of integration if the acquisition is fulfill its potential.

    Conference

    ConferenceThe 42nd EIBA Annual Conference 2016. European International Business Academy
    Number42
    LocationWU Vienna
    CountryAustria
    CityWien
    Period02/12/201604/12/2016
    Internet address

    Cite this

    Gammelgaard, J., & Hobdari, B. (2016). Re-Distribution of Value Chain Activities Following Acquisition in the Brewery Sector. Paper presented at The 42nd EIBA Annual Conference 2016. European International Business Academy, Wien, Austria.
    Gammelgaard, Jens ; Hobdari, Bersant. / Re-Distribution of Value Chain Activities Following Acquisition in the Brewery Sector. Paper presented at The 42nd EIBA Annual Conference 2016. European International Business Academy, Wien, Austria.23 p.
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    Re-Distribution of Value Chain Activities Following Acquisition in the Brewery Sector. / Gammelgaard, Jens; Hobdari, Bersant.

    2016. Paper presented at The 42nd EIBA Annual Conference 2016. European International Business Academy, Wien, Austria.

    Research output: Contribution to conferencePaperResearchpeer-review

    TY - CONF

    T1 - Re-Distribution of Value Chain Activities Following Acquisition in the Brewery Sector

    AU - Gammelgaard,Jens

    AU - Hobdari,Bersant

    PY - 2016

    Y1 - 2016

    N2 - In this paper, we investigate post-acquisition integration of acquired firms and subsequent developments in new subsidiary strategic responsibilities in value-chain activities. Using comparative case study methodology, we illustrate the forms, degrees and evolution of strategic responsibilities using in-depth analysis of six acquisitions from the Danish brewery, Carlsberg. The analysis reveals that the initial mandates at the time of acquisition were designed based on new subsidiaries’ core competencies and resources, and Carlsberg’s acquisition motives. Yet, the mandates did not remain static. Over time, some subsidiaries gained new value chain mandates or they substantially increased their scale in terms of production capacities or the markets in which they operated. From the practical point of view, this implies managers of the acquiring firm must pay close attention to the form and extent of integration if the acquisition is fulfill its potential.

    AB - In this paper, we investigate post-acquisition integration of acquired firms and subsequent developments in new subsidiary strategic responsibilities in value-chain activities. Using comparative case study methodology, we illustrate the forms, degrees and evolution of strategic responsibilities using in-depth analysis of six acquisitions from the Danish brewery, Carlsberg. The analysis reveals that the initial mandates at the time of acquisition were designed based on new subsidiaries’ core competencies and resources, and Carlsberg’s acquisition motives. Yet, the mandates did not remain static. Over time, some subsidiaries gained new value chain mandates or they substantially increased their scale in terms of production capacities or the markets in which they operated. From the practical point of view, this implies managers of the acquiring firm must pay close attention to the form and extent of integration if the acquisition is fulfill its potential.

    M3 - Paper

    ER -

    Gammelgaard J, Hobdari B. Re-Distribution of Value Chain Activities Following Acquisition in the Brewery Sector. 2016. Paper presented at The 42nd EIBA Annual Conference 2016. European International Business Academy, Wien, Austria.