An Insider Action Research Study Focusing on Synergy Realizations During Post-merger Integration Phase Between Competing Organizations PDF Download
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Author: R. A. Tahilramani
Publisher:
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Category :
Languages : en
Pages :
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Author: R. A. Tahilramani
Publisher:
ISBN:
Category :
Languages : en
Pages :
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Author: Bettina Hauser
Publisher: Springer
ISBN: 3658080779
Category : Business & Economics
Languages : en
Pages : 122
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Bettina Hauser develops a research model, which encompasses entrepreneurial leadership as a major success factor during post-merger integration. Additionally, contextual variables, namely cultural distance and the organizational variable, relative size, are tested for their moderating effect on the influence of entrepreneurial leadership on M&A performance. The author clarifies the question of how entrepreneurial leadership can help to enhance M&A performance. Based on 114 transactions with acquirers of German-speaking companies, she proves that entrepreneurial leadership has a positive effect on post-acquisition performance and helps to overcome problems related to cultural differences.
Author: Frauke Weissenberger
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Category :
Languages : en
Pages :
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While mergers and acquisitions (M&A) are often pursued to access new knowledge, many combinations fail to attain the declared learning objectives. Previous research proposed organizational misfit between the two merging companies to account for unsatisfactory post-merger performance. In their conceptual works, Wolf and Kunisch (2008; 2010) have suggested organizational unlearning during the post-merger integration (PMI) phase as a potential means for organizations to reconcile pre-merger misfit. Yet, although organizational unlearning has received some scholarly attention, it has rarely been employed in empirical investigations. The purpose of this thesis is twofold. First, it seeks to empirically enhance our under-standing of organizational unlearning in general, and secondly, its role in reconciling organizational misfit in the PMI in particular. Based on a comparative case study of three large M&A, this study hence explores which unlearning activities companies engage in during the PMI phase, and investigates the effects of unlearning on the relationship between organizational misfit and post-merger performance, particularly regarding knowledge transfer. This thesis finds that firms engage in a large variety of organizational unlearning activities throughout the PMI phase which can be classified along the different dimensions of organizational memory. Equally important, the cases evidence the positive impact of organizational unlearning on post-merger performance. In particular, comprehensive unlearning is found to help reduce pre-merger misfit and consequently enable knowledge transfer. This study thus seeks to meaningfully contribute to organizational learning theory as well as to M&A research. Specifically, it answers the call for an in-depth empirical investigation of the organizational unlearning concept, and explores a new concept which may be helpful in the actual management and execution of a PMI. By sensitizing manage.
Author: Christina Ruhdorfer
Publisher:
ISBN:
Category :
Languages : de
Pages : 125
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Durch Fusionen und Übernahmen ist schnelles externes Wachstum möglich, um Größenvorteile auszunutzen, Kosten zu senken und in weiterer Folge einen Wettbewerbsvorteil gegenüber der Konkurrenz zu erzielen. Mergers & Acquisitions schaffen alleine noch keinen Wert und sollten nicht um jeden Preis getätigt werden. Eine erfolgreiche Post-Merger-Integration ist das eigentlich schwierige Unterfangen, um erhoffte Synergiepotentiale tatsächlich zu realisieren. Beim Zusammenführen von Unternehmen geht es um den strategischen Aspekt, personellen und organisationsorientierten, kulturellen, kommunikationstechnischen und in weiterer Folge um den finanziellen Aspekt. Der strategische Aspekt beinhaltet die Tiefe des Integrationsgrades, die Integrationsgeschwindigkeit und das Aufstellen des Integrationsteams. Während Umstrukturierungen ist es entscheidend, Schlüsselpersonal an das Unternehmen zu binden und die Aufbau- und Ablauforganisation entsprechend zusammenzuführen. Bei internationalen M&A treffen in erster Linie nationale Kulturen wie auch unterschiedliche Unternehmenskulturen aufeinander. Ziel ist es, bei Akquisitionen und Fusionen eine Unternehmenskultur zu schaffen, welche die Bedürfnisse beider Unternehmen erfüllt. Bei der Kommunikation steht die interne Kommunikation mit Mitarbeitern im Vordergrund, da diese entscheidend zum Integrationserfolg beitragen. Bei der Synergieidentifikation wird entlang der Wertschöpfungskette versucht, Verflechtungen zu identifizieren. Die Schwierigkeit bei der Quantifizierung besteht darin, zukünftige Werte zu messen, die oft nicht in monetären Größen ausgedrückt werden können. Nur wenn die einzelnen Bereiche der Post-Merger-Integration erfolgreich gestaltet werden, können durch die Motivation der Mitarbeiter maximale Synergien realisiert werden. *****Fast external growth undertaken to ensure economies of scale and economies of scope or to obtain a competitive advantage is made possible by mergers & acquisition. The key to realizing synergy effects is successful post-merger integration. In bringing two companies together, several factors, such as strategic, personnel, cultural, communication as well as financial aspects, play an important role.The strategic aspect includes the depth of the integration, the speed of integration and the composition of the integration team. In times of reorganisation it is absolutely necessary to retain key employees and to merge organisational and operational structures. In the case of international mergers & acquisitions differences in national as well as organizational cultures need to be considered. The aim is to create an organisational culture which satisfies the needs of both companies. Internal communication is important to ensure employee motivation, which in turn is a determining factor for the success of the integration. In order to identify synergies it is necessary to search for interrelations along the value-added chain. The main difficulty in quantifying synergies is that future results can often not be estimated precisely as it is difficult to put a monetary value on them. Only if several aspects of post-merger integration are implemented successfully, will maximum synergies be realised.
Author:
Publisher:
ISBN:
Category :
Languages : en
Pages : 78
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Author: John M. Rose
Publisher:
ISBN:
Category : Consolidation and merger of corporations
Languages : en
Pages : 0
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This doctoral research project examines the impact of organizational culture on post-merger integration in the travel and travel services industry for acquisitions valued under 5 billion dollars. The study uses a mixed-method research approach to determine whether culture plays a critical role in the success or failure of M&A deals. The research focuses on 50 M&A transactions that occurred between three and five years ago at the time of the study. Participants from both sides of the transactions completed an integration outcomes survey, reporting on financial, cultural, and overall success. In addition, each side had five participants who completed the Organizational Cultural Assessment Instrument (OCAI), and six individuals were interviewed (three from each side) regarding the three most successful and three least successful transactions. The study's findings shed light on key factors impacting the integration process. The OCAI results revealed that, on average, acquired companies exhibited a more clan-like culture, while acquiring companies tended to be hierarchies. In addition, cultural similarities between merging companies did not significantly influence their success. The interviews emphasized the importance of addressing cultural differences between merging institutions, involving founders in the integration process, engaging employees, and understanding the acquired company's business. These findings have practical implications for executives involved in M&A activities, guiding how to facilitate successful integration. Organizations can increase the likelihood of a successful merger or acquisition by identifying potential cultural conflicts early on and taking appropriate steps to mitigate their impact.
Author: Mischa Zielke
Publisher:
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Category :
Languages : en
Pages :
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Author: David Faulkner
Publisher: Oxford University Press, USA
ISBN: 0199601461
Category : Business & Economics
Languages : en
Pages : 773
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The Handbook bridges hitherto separate disciplines engaged in research in mergers and acquisitions (M&A) to integrate strategic, financial, socio-cultural, and sectoral approaches to the field. It examines the management processes involved, as well as valuations and post-acquisition performance, and considers international and sectoral dimensions.
Author: Donald DePamphilis
Publisher: Academic Press
ISBN: 0123854857
Category : Business & Economics
Languages : en
Pages : 784
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Book Description
Two strengths distinguish this textbook from others. One is its presentation of subjects in the contexts wherein they occur. The other is its use of current events. Other improvements have shortened and simplified chapters, increased the numbers and types of pedagogical supplements, and expanded the international appeal of examples.
Author: Thomas B. Lawrence
Publisher: Oxford University Press, USA
ISBN: 0198840020
Category : Organizational behavior
Languages : en
Pages : 393
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Across the social sciences, scholars are increasingly showing how people 'work' to construct organizational life, including the rules and routines that shape and enable organizational activity, the identities of people who occupy organizations, and the societal norms and assumptions that provide the context for organizational action. The idea of work emphasizes the ways in which people and groups engage in purposeful, reflexive efforts rooted in an awareness of organizational life as constructed in human interaction and changeable through human effort. Studies of these efforts have identified new forms of work including emotion work, identity work, boundary work, strategy work, institutional work, and a host of others. Missing in these conversations, however, is a recognition that these forms of work are all part of a broader phenomenon driven by historical shifts that began with modernity and dramatically accelerated through the twentieth century. This book introduces the social-symbolic work perspective, which addresses this broader phenomenon. The social-symbolic work perspective integrates diverse streams of research to examine how people purposefully and reflexively work to construct organizational life, including the identities, technologies, boundaries, and strategies that constitute their organizations. In this book, the authors define social-symbolic work and introduce three forms - self work, organization work, and institutional work. Social-symbolic work highlights people's efforts to construct the social world, and focuses attention on the motivations, practices, resources, and effects of those efforts. This book explores eight distinct streams of social-symbolic work research, drawing on a broad range of examples from the worlds of business, politics, sports, social movements, and many others. It provides researchers, students, and practitioners with an integrative theoretical framework useful in understanding social-symbolic work, a survey of the main forms of social-symbolic work, a rich set of theoretical opportunities to inspire new studies, and practical methodological guidance for empirical research on social-symbolic work.
