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OG20官方指南,建议同学们刷3遍。第一遍做题了解题型和考点,第二遍精刷,第三遍集中解决疑难问题。建议考生第一遍刷题采用官方正版纸质书籍,若遇到疑难问题,欢迎在此专区查阅解析,提供解析,参与题目讨论,与所有考生一起解决疑难问题。
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In an effort to explain why business acquisitions often fail, scholars have begun to focus on the role of top executives of acquired companies. Acquired companies that retain their top executives tend to have more successful outcomes than those that do not. Furthermore, existing research suggests that retaining the highest-level top executives, such as the CEO (chief executive officer) and COO (chief operating officer), is related more positively to postacquisition success than retaining lower-ranked top executives. However, this explanation, while insightful, suffers from two limitations. First, the focus on positional rank does not recognize the variation in length of service that may exist in top executive posts across companies, nor does it address which particular top executives (with respect to length of service) should be retained to achieve a successful acquisition outcome. Second, the relationship between retained top executives and acquisition outcomes offered by existing research is subject to opposing theoretical explanations related to length of service. The resource-based view (R8 V) suggests that keeping acquired company top executives with longer organizational tenure would lead to more successful outcomes, as those executives have idiosyncratic and nontransferable knowledge of the acquired company that would be valuable for tfie effective implementation of the acquisition. The opposing position, offered by the upper echelons perspective (UEP), suggests that retaining top executives having short organizational tenure would lead to more successful outcomes, as they would have the adaptability to manage most effectively during tiie uncertainty of the acquisition process.

Responding to these limitations, Bergh conducted a study of executive retention and acquisition outcome that focused on the organizational tenure of retained company top executives in 104 acquisitions, followed over 5 years. Bergh considered the acquisition successful if the acquired company was retained and unsuccessful if it was divested. Bergh's findings support the RBV position. Apparently, the benefits of long organizational tenure lead to more successful outcomes than the benefits of short organizational tenure, While longer tenured top executives may have trouble adapting to change, it appears that their perspectives and knowledge bases offer unique value after the acquisition. Although from the UEP position it seems sensible to retain less tenured executives and allow more tenured ones to leave, such a strategy appears to lower the probability of acquisition success.

【OG20-P412-486题】

According to the passage, the research mentioned in highlight suggests which of the following about lower-ranked top executives and postacquisition success?

  • 分析A选项
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  • 分析B选项
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  • 分析C选项
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  • 分析D选项
    xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
  • 分析E选项
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该题目由网友pibuDts提供。更多GMAT题目请
暂无雷哥网文字解析
当前版本由 Na**** 更新于2016-09-20 14:30:58 感谢由 Na**** 对此题目的解答所做出的贡献。

题干KW:line6  lower-rank (细节题)

定位:定位到第一结构第2层次。


错误答案特征:

A. retention effort 层次未提及

B. length of service 层次定位混淆

D. long tenures 层次定位混淆

E. 与原文内容不符 unlikely绝对词


正确选项特征:

C.是第一结构第2层次的内容。

(2) Furthermore, existing research suggests that retaining the highest-level top executives, such as the CEO (chief executive officer) and COO (chief operating officer), is related more positively to post acquisition success than retaining lower-ranked top executives.



题目讨论 5条评论)

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  • 用户头像

    你这只猪

    A: not mentioned
    B:erroneous locating
    D:erroneous locating
    E: not mentioned
    0 0 回复 2020-06-29 16:00:26
  • 用户头像

    你这只猪

    对length of service 一直有误解,不知道文中说的是已经工作了很长时间的,还是签了很长时间劳动合同的?
    0 0 回复 2020-06-29 15:38:28
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    emily666

    55我为什么会选B。。the more the less又自己脑补...记住这个教训
    0 0 回复 2020-03-16 15:28:05
  • 用户头像

    饮屠苏

    的解析比原文还难看懂
    0 0 回复 2019-03-04 22:04:11
  • 用户头像

    不灭的凤凰

    为了解释企业收购经常失败的原因,学者们开始关注被收购公司高管的角色。被收购的公司如果留住了高管,往往会比那些没有留住高管的公司获得更多成功。此外,现有研究表明,留住首席执行官(首席执行官)和首席运营官(首席运营官)等最高级别的高管,比留住级别较低的高管更有利于收购后的成功。然而,这种解释虽然有深刻的见解,却有两个局限性。首先,对职位级别的关注没有认识到各公司高管职位中可能存在的服务年限差异,也没有说明应保留哪位高管(就服务年限而言),以实现成功的收购结果。其次,在职高管与现有研究提供的收购结果之间的关系,受到了与服务年限相关的相反理论解释的影响。基于资源的观点(R8 V)表明,让被收购的公司高管拥有更长的组织任期将导致更成功的结果,因为这些高管对被收购公司有特殊的、不可转移的知识,这对tfie有效实施收购很有价值。上层人士观点(UEP)提出了相反的观点,认为留住拥有较短组织任期的高管会带来更成功的结果,因为他们在收购过程的tiie不确定性中具有最有效管理的适应性。为了应对这些限制,Bergh进行了一项关于高管留用和收购结果的研究,重点研究了104项收购中保留下来的公司高管的组织任期,随访时间超过5年。如果被收购的公司被保留,Bergh认为收购是成功的,如果被剥离,则不成功。Bergh的发现支持RBV的观点。显然,长期组织任期的好处比短期组织任期的好处更能带来成功的结果,虽然长期的高管可能难以适应变化,但他们的观点和知识基础似乎在收购后提供了独特的价值。尽管从UEP的立场来看,保留较少的终身高管并允许更多的终身高管离职似乎是明智的,但这种策略似乎降低了收购成功的可能性。
    1 0 回复 2018-09-11 08:20:33
    • 评论用户头像

      249764jxv回复不灭的凤凰

      翻译赞

      0 0 回复 2020-02-25 07:26:20

    • 评论用户头像

      PDD123回复不灭的凤凰

      厉害了。

      0 0 回复 2020-03-04 09:57:21

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