Managers of emerging multinationals, who acquire brands bigger than themselves, are faced with an unusual paradox. They are asked, as a precondition to the deal, to make explicit commitments in order to preserve the identity of the acquired firms. On the other hand, to realize the potential of their investment, they have to achieve some level of integration. The author explores four approaches to identity integration and makes recommendations to managers for overcoming the identity disadvantage.
BOUCHIKHI, H. (2011). Finally, Overcoming the Identity Disadvantage. Bulletin de la Societe Geographique de Liege, pp. 74-75.