As Silman mentioned, it does depend on the corporate structure and the process that is in place to evaluate and execute on cross border transactions. The local managers always play in important role in providing on the ground intelligence about the target and the market conditions. Nevertheless, it is also important to determine if there are circumstances that may affect their input. For example, does it expand their career or empire? Or could they be in a threated position if an acquisition happens?
I have been with organizations that run M&A’s centrally with input from the local managers, and those that task local managers with the process. Do not think there is one-size-for-all solution here and varies from company to company.
