1,720,973 research outputs found
Facilitating integration and maintaining autonomy: The role of managerial action and interaction in post-acquisition capability transfer
No full textThrough acquisitions, firms can access resources and capabilities they cannot develop on their own. Post-acquisition, a key managerial challenge is balancing the need for integration, to transfer capabilities, with the need for autonomy, to preserve knowledge-based capabilities. Drawing on extensive qualitative data, I find that this balancing involves managerial perceptions and actions that unfold in a reciprocal and dynamic process, resulting in capability transfer. I identify two distinct trajectories of capability transfer, one driven by the acquiring managers’ perceptions of valuable capabilities in the target, and one driven by the target managers’ desire to shield their capabilities from deterioration. This study contributes to the post-acquisition integration literature by conceptualizing the role played by target and acquiring firm managers in the dynamic, reciprocal, and sequential process of post-acquisition capability transfer
Facilitating integration and maintaining autonomy: The role of managerial action and interaction in post-acquisition capability transfer
No full textThrough acquisitions, firms can access resources and capabilities they cannot develop on their own. Post-acquisition, a key managerial challenge is balancing the need for integration, to transfer capabilities, with the need for autonomy, to preserve knowledge-based capabilities. Drawing on extensive qualitative data, I find that this balancing involves managerial perceptions and actions that unfold in a reciprocal and dynamic process, resulting in capability transfer. I identify two distinct trajectories of capability transfer, one driven by the acquiring managers’ perceptions of valuable capabilities in the target, and one driven by the target managers’ desire to shield their capabilities from deterioration. This study contributes to the post-acquisition integration literature by conceptualizing the role played by target and acquiring firm managers in the dynamic, reciprocal, and sequential process of post-acquisition capability transfer
Facilitating integration and maintaining autonomy: The role of managerial action and interaction in post-acquisition capability transfer
Get PDFThrough acquisitions, firms can access resources and capabilities they cannot develop on their own. Post-acquisition, a key managerial challenge is balancing the need for integration, to transfer capabilities, with the need for autonomy, to preserve knowledge-based capabilities. Drawing on extensive qualitative data, I find that this balancing involves managerial perceptions and actions that unfold in a reciprocal and dynamic process, resulting in capability transfer. I identify two distinct trajectories of capability transfer, one driven by the acquiring managers’ perceptions of valuable capabilities in the target, and one driven by the target managers’ desire to shield their capabilities from deterioration. This study contributes to the post-acquisition integration literature by conceptualizing the role played by target and acquiring firm managers in the dynamic, reciprocal, and sequential process of post-acquisition capability transfer.publishedVersio
Interpretive Frames as the Organization’s “Mirror”: From Espoused Values to Social Integration in MNEs
Get PDFThis is the authors' accepted manuscript to the article publishedMany multinational enterprises (MNEs) seek to strengthen their competitive positions through internal integration. Socialization is a key integration mechanism to leverage advantages spread across MNEs’ geographically dispersed organizational units. Parent organizations often communicate a set of values intended to guide action throughout the MNE, referred to as espoused values, to initiate a socialization process. However, we have limited insights into how espoused values are endorsed and subsequently contribute to MNE integration. Through a case study, we analyze how espoused values are interpreted by the foreign subsidiaries and influence subsequent subsidiary behavior. Our findings suggest that the socialization process is complex, where the local context and perceptions of headquarter nationality provide the frames for interpretation. We identify that even though the espoused values may differ in their operationalization in local contexts, they can still contribute to MNE integration. This study contributes to existing MNE literature by conceptualizing the role of interpretive frames and the endorsement of values in achieving integration through espoused values.1,OA
Pulling Together While Falling Apart: A Relational View on Integration in Serial Acquirers
Get PDFn this paper, we bring to the fore the role of relationships in serial acquirers. Through an in-depth, qualitative, longitudinal study, we explore how engaging in sequential and overlapping processes of postacquisition integration impairs the integration capabilities of serial acquirers. We identify how the relational dynamics that follow each individual integration initiative impede the ability of acquiring firms to operate business as usual, as well as to integrate new targets. Our study offers deep insight into the complexities of serial acquisitions, by conceptualizing the nature and composition of integration capabilities, and the role of relationships in organizations undergoing frequent changes. Based on our findings, we assert that relationships deserve more attention in serial acquisitions; they serve as mechanisms that provide the social fabric of coordination and capability development.acceptedVersio
Identification Processes in Post-Acquisition Integration: The Role of Social Interactions
No full textWe examine the role of social interactions between employees of two firms in a post-acquisition context on their identification with two relevant loci of identification: the pre-acquisition unit and the acquirer group. We used a mixed methods longitudinal design to understand how social interaction foster dual identification. Quantitative results show that social interactions foster identification with the pre-acquisition unit and with the acquirer. Moreover, qualitative results give a finer-grained vision of social interactions. We show that situated identification develops thanks to joint objectives, deadlines, quick wins and contribution to the whole group. This paper contributes to the literature on organizational identification specifying the effects of an understudied antecedent on two loci of identification. It also contributes to the literature on the management of the post-acquisition integration process empirically confirming that social interactions are favorable in the integration process
Theorizing in the qualitative study of mergers & acquisitions
No full textThis paper focuses on theorizing in the study of mergers and acquisitions (M&As), a globally significant inter-organizational phenomenon. We analyze 76 qualitative papers on M&As published in leading management journals between 1966–2016. We identify five modes of theorizing in the study of M&As. We find that M&A scholars make theoretical contributions using different theoretical positioning and research design strategies. The majority of the papers offer a contribution to middle-range theorizing (i.e., the literature on M&As), while a third of the papers also contribute to higher-order, or grand theories in management. In closing, this leads us to call for a rejuvenation of middle-range theorizing in management research
Serieoppkjøp : Økt effektivitet - eller det motsatte?
Get PDFVersjon i BI Brage er som publisert i tidsskriftets papirutgave. Forlagets e-utgave er tilgjengelig fra www.magma.noVirksomheter som gjennomfører en rekke oppkjøp
som del av sin strategi kaller vi serieoppkjøpere. I
denne artikkelen ser vi på eksisterende forskning på
serieoppkjøp. Vi er spesielt opptatt av utfordringer
i forbindelse med integrasjon og hvordan virksomheter
kan skape verdi ved å gjøre flere oppkjøp etter
hverandre. Artikkelen er knyttet il intervjuet med
Steinar Sønsteby, som selv har vært involvert i over
80 oppkjøp. Tidligere forskning er ikke entydig i
effektene av serieoppkjøp. På den ene siden kan
en bedrift lære av tidligere oppkjøp og gjennom
økt erfaring bli mer effektiv, mens bedriften på den
annen side må håndtere flere, gjerne ulike integrasjonsprosesser,
noe som kan føre til motstand og
økt kompleksitet. Vi ser på forskning på oppkjøp
og identifiserer områder der serieoppkjøpere kan
genere erfaring, og områder som vil skape integrasjonsutfordringer.
Ved å koble tidligere forskning
med erfaringer fra Atea, diskuterer vi fire elementer
som blir særlig viktige for serieoppkjøpere: visjon og
strategi, integrasjonsprosessen, generering av oppkjøpserfaring
og typer av denne, samt håndtering
av egne ansatte. Dette er elementer som forhåpentligvis
vil stå sterkere på agendaen til både forskere
og praktikere i årene som kommer
Serieoppkjøp : Økt effektivitet - eller det motsatte?
No full textVirksomheter som gjennomfører en rekke oppkjøp
som del av sin strategi kaller vi serieoppkjøpere. I
denne artikkelen ser vi på eksisterende forskning på
serieoppkjøp. Vi er spesielt opptatt av utfordringer
i forbindelse med integrasjon og hvordan virksomheter
kan skape verdi ved å gjøre flere oppkjøp etter
hverandre. Artikkelen er knyttet il intervjuet med
Steinar Sønsteby, som selv har vært involvert i over
80 oppkjøp. Tidligere forskning er ikke entydig i
effektene av serieoppkjøp. På den ene siden kan
en bedrift lære av tidligere oppkjøp og gjennom
økt erfaring bli mer effektiv, mens bedriften på den
annen side må håndtere flere, gjerne ulike integrasjonsprosesser,
noe som kan føre til motstand og
økt kompleksitet. Vi ser på forskning på oppkjøp
og identifiserer områder der serieoppkjøpere kan
genere erfaring, og områder som vil skape integrasjonsutfordringer.
Ved å koble tidligere forskning
med erfaringer fra Atea, diskuterer vi fire elementer
som blir særlig viktige for serieoppkjøpere: visjon og
strategi, integrasjonsprosessen, generering av oppkjøpserfaring
og typer av denne, samt håndtering
av egne ansatte. Dette er elementer som forhåpentligvis
vil stå sterkere på agendaen til både forskere
og praktikere i årene som kommer
The Performance of Serial Acquirers: A Review and Integrative Framework
Get PDFSerial acquirers take on multiple acquisitions as part of an acquisition program. Recently, serial acquirers have received scholarly attention from several streams of research. In this chapter, the authors review this research, focusing on the antecedents, processes, and performance of serial acquisitions. The authors develop a conceptual model that integrates the various streams of research. Based on this review, the authors argue that future research on serial acquirers should consider the complexity of integrating multiple acquisitions, by broadening the scope to include the organizational implications and long-term consequences when evaluating the performance of serial acquirersacceptedVersio
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