From light touch to top management control: HSBC’s integration of its first two acquired subsidiaries 1960-1980

Lu, Q, Toms, S orcid.org/0000-0002-6147-7828 and Wei, Y orcid.org/0000-0003-2556-880X (2021) From light touch to top management control: HSBC’s integration of its first two acquired subsidiaries 1960-1980. Business History. ISSN 0007-6791

Abstract

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Authors/Creators:
Copyright, Publisher and Additional Information: © 2021 Informa UK Limited, trading as Taylor & Francis Group. This is an author produced version of a journal article published in Business History. Uploaded in accordance with the publisher's self-archiving policy.
Keywords: Post-acquisition integration; legitimacy judgement; legitimisation strategy; socio-psychological perspective; managerial hierarchies; light touch; British multinational banks; emerging multinational companies; case study; joint disciplinary research; HSBC; Mercantile Bank; British Bank of Middle East
Dates:
  • Accepted: 22 January 2021
  • Published (online): 18 February 2021
Institution: The University of Leeds
Academic Units: The University of Leeds > Faculty of Business (Leeds) > Accounting & Finance Division (LUBS) (Leeds)
The University of Leeds > Faculty of Business (Leeds) > International Business Division (LUBS) (Leeds)
Depositing User: Symplectic Publications
Date Deposited: 05 Mar 2021 15:57
Last Modified: 05 Mar 2021 15:57
Status: Published online
Publisher: Routledge
Identification Number: https://doi.org/10.1080/00076791.2021.1883000

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Filename: From Light Touch to Top Management Control Integration 25.pdf

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