Morgan Marchand, Vie & sciences de l’entreprise, 204(2), 78-94. En ligne.
This article deals with the influence of strategic imaginaries on organizational decisions. Analyzing post-acquisition integration approaches of 25 emerging multinationals (EMNEs) in France, it examines the country-of-origin effect on these strategic choices. It explores its dynamics through the impact of EMNEs’ administrative heritages, specifically focusing on their managers’ strategic imaginaries. Thus, it corroborates a vision of strategy as a “deeply cultural concept” (Shrivastava et Persson, 2014).