Autonomy as a Strategic Dial: A Dynamic Framework for Managing Acquired Subsidiaries
通过对奥迪收购兰博基尼后的纵向研究，提出将子公司自主权视为可动态调整的战略旋钮，并识别出评估尊重、组织认同和资源编排三个管理杠杆，帮助实现并购后持续成功。
Managing acquired subsidiaries can be daunting. Parent and affiliate executives strive to co-create value, but fixed mindsets around subsidiary autonomy can result in diverging interests and outcomes. Through a longitudinal study of Audi’s post-acquisition integration of supercar manufacturer Lamborghini, this article provides guidance on how to manage the level of acquired subsidiary autonomy as a strategic dial that can be dynamically adjusted over time for mutual benefit. This dynamic approach to autonomy rests on three specific managerial levers—appraisal respect, organizational identity, and resource orchestration. These can enable the renewal of competitive capabilities and sustain post-acquisition success.