COMPANY OPERATIONS REDIRECTED TOWARDS WORLD LEADERSHIP AFTER ACQUISITION

Abstract

The great number of merger and acquisitions (M&A) that they are processed worldwide is a subject of organizational economy that has unveiled the attention of researchers. There is a gap that needs to be filled in relation to the divergence between the expected benefits and those effectively accomplished with M&A. The acquisitions, particularly, despite being more significant than the mergers, have not been successful, according to principle of value generation. The post-acquisition management control system (MCS) has been pointed out in the literature as one of the factors that collaborate for the success of these transactions, for facilitating that the objectives established before the purchase are reached. The objective of the research described in this paper was to analyze the effect of the corporate culture in the changes that occurred in the MCS of Extrativa Metalquímica S.A. after its acquisition  by the Grupo FASA Participações. The paper presents and argues the main MCS approaches and the influence of both the acquisitions and the culture in the MCS. The results expand the knowledge on the subject, contributing to reduce the research gap in Brazil. It was possible to conclude that (1) changes in the acquired company MCS derived from the new culture aimed at financial results, which was introduced by the acquiring company with the intent of turning the acquired company in the world leader in its industry in 10 years; and (2) modifications in the production, financial and quality control, aiming at allowing the implementation of these new culture focused on financial results.