Cross‐border M&A as a trigger for network change in the Russian bakery industry

Purpose The paper aims to examine the consequences of a cross‐border acquisition on business network changes in the Russian bakery industry. Design/methodology/approach This study employs the IMP group's network approach to analyse the empirical single case study with two embedded sub‐cases. Findings The empirical study offers a typology on the forms of network change that may be triggered by mergers and acquisitions (M&As), while the conceptual framework broadens understanding of the change sequence and reciprocal interaction among actors, activities, resources and the external environment, with implications for network change analysis. Research limitations/implications While the theoretical position developed fits the unique characteristics of the case studied in the industry and country settings, it is necessary to be cautious in generalising the study beyond this context. Practical implications For managers of merging parties to garner superior performance from the network changes they initiate, it is critical for them to have precise insights into their network. Other connected actors must also adapt to the changes triggered by the merging parties, if they want to maintain their network positions. Originality/value For academicians, the paper attempts to broaden the understanding of different forms of network change that M&As may evoke. For practitioners, it offers a picture of what internal and external adjustments may be required of them following an M&A.