Title

Supply-chain corporate venturing through acquisition: Key management team retention

Date of this Version

1-1-2012

Document Type

Journal Article

Publication Details

Citation only

Kiessling, T., Harvey, M., and Moeller, M. (2012). Supply-chain corporate venturing through acquisition: Key management team retention. Journal of World Business, 47(1), 81-92

Access the journal

2012 HERDC submission. FoR code: 150305; 150309

© Copyright Elsevier, 2012

ISSN

1090-9516

Abstract

Acquisitions are often used as a way to engage in corporate venturing. The value of these ventures tends to reside in the knowledge and capabilities of the key management team members who have and maintain key inter-organizational relationships. Because their knowledge and/or relationships may be tacit and therefore difficult to transfer, retaining the key managers in the acquired organization is often a critical issue for the human resource management of the acquiring organization. They are also frequently thought to be critical elements in the future performance in global supply chains and therefore, should be a key concern of human resource management after the acquisition has been culminated. Using a unique dataset of corporate acquisitions in supply-chains, we examine how the development of the psychological contract elements affects retention of critical key global managers. We find that higher retention of the key management team members leads to higher performance after acquisition. We also find that the development of the psychological contract has a positive impact on the retention of key managers with global supply-chain relations.

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This document has been peer reviewed.