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.

中文翻译：

---

自主作为战略转盘：管理收购子公司的动态框架

管理收购的子公司可能是一项艰巨的任务。母公司和附属公司高管努力共同创造价值，但围绕子公司自主权的固定思维可能会导致利益和结果的分歧。本文通过对奥迪收购超级跑车制造商兰博基尼后的整合进行纵向研究，为如何管理收购的子公司自主权水平提供指导，将其作为一个可以随着时间动态调整以实现互惠互利的战略刻度盘。这种动态的自治方法依赖于三个特定的管理杠杆——评价尊重、组织身份和资源编排。这些可以实现竞争能力的更新并维持收购后的成功。