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Article
Publication date: 19 June 2017

Anna Goussevskaia, Carlos Arruda and Samir Lótfi

Firms across many industries use acquisitions as a vehicle for renewing their capabilities. Many such acquisitions fail to achieve their goals, mainly because of the…

Abstract

Purpose

Firms across many industries use acquisitions as a vehicle for renewing their capabilities. Many such acquisitions fail to achieve their goals, mainly because of the trade-offs involved in managing the post-acquisition integration process. The acquisition integration process not only is an important phenomenon by itself but also offers a unique opportunity to gain insight into how firms transform their capabilities more generally. Recent strategic management literature has begun to recognize the importance of incorporating individual-level cognitive, motivational and behavioral mechanisms into firm-level explanations, although empirical studies within this vein have been scarce.

Design/methodology/approach

This longitudinal inductive study traces the process of capability transformation in an acquisition of a medium-size entrepreneurial firm by a larger corporation.

Findings

The authors found that capability transformation involved a continuous interplay of knowledge leveraging and interest alignment mechanisms, converging around a set of practices that were considered critical for the capability. Only after firms achieved an agreement about this set of practices that knowledge leveraging efforts translated into actual performance.

Originality/value

The study contributes to the literature on competitive advantage by developing a better link between the potential advantage derived from the availability of knowledge-based resources and the translation of this availability into actual firm performance. This study also advances knowledge on managing post-acquisition integration process by demonstrating which managerial skills and actions contribute to the integration capability.

Details

Management Research: Journal of the Iberoamerican Academy of Management, vol. 15 no. 2
Type: Research Article
ISSN: 1536-5433

Keywords

Content available
Book part
Publication date: 1 May 2019

Anna-Therése Järvenpää, Johan Larsson and Per Erik Eriksson

For a number of years, the construction industry has seen an ongoing shift from design-bid-build to design-build contracts. This transition in contract type entails…

Abstract

Purpose

For a number of years, the construction industry has seen an ongoing shift from design-bid-build to design-build contracts. This transition in contract type entails changes for both the organizations and the individuals involved. Consequently, the purpose of this paper is to investigate how the client manages the transition between the different contract types from an organizational change perspective in a project-led organization.

Design/Methodology/Approach

A multiple case study of six infrastructure projects with DB contracts, all managed by the Swedish Transport Administration, was conducted. The major source of data is semi-structured interviews with respondents from both the client and the contractors.

Findings

Results suggest that the transition has resulted in a mix of design-bid-build and design-build as contract type owing to issues when changing in a project-led organization. A change in vision also requires a concomitant change in culture, systems and roles.

Research Limitations/Implications

The study only includes cases from the Swedish transport infrastructure sector, which limits the generalizability. The findings are also indicative owing to the small number of cases.

Practical Implications

The findings further our understanding of managing change in complex projects, which might help practitioners to manage change in a more integrated way.

Originality/Value

The findings enrich our understanding of the systemic change that a switch in contract types can have in inter-organizational complex projects such as transport infrastructure projects. Furthermore, it emphasizes the intricate task of change management in project-led organizations and its effects on roles and responsibilities.

Details

10th Nordic Conference on Construction Economics and Organization
Type: Book
ISBN: 978-1-83867-051-1

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Article
Publication date: 1 May 2015

Giovanni Battista Dagnino, Gabriella Levanti, Anna Minà and Pasquale Massimo Picone

This paper aims to explore the latent structure of the literature on interorganizational network and innovation as well as to map the main themes and empirical advances in…

Abstract

Purpose

This paper aims to explore the latent structure of the literature on interorganizational network and innovation as well as to map the main themes and empirical advances in this research stream.

Design/methodology/approach

Using bibliometric coupling, the authors analyze the citation patterns in 67 management studies regarding innovation networks, published in ISI-journals from January 1996 to October 2012.

Findings

The authors identify the conceptual orientations that studies share. Bibliometric analysis allows us to draw an overview of how this field of research has developed, recognizing in essence six main clustered research themes: networks as a framework that sustains firm innovativeness in specific contexts; network dimensions and knowledge processes; networks as a means to access and share resources/knowledge; the interplay between firm and network characteristics and its effects on innovative processes; empirical research on networks in highly dynamic industries; and the influence of industry knowledge domain’s peculiarities on network dimensions and characteristics.

Research limitations/implications

By providing a comprehensive survey of current trends in the literature on interorganizational network and innovation, the authors eventually identify the major gaps in our knowledge and help refocusing the current research agenda in this increasingly relevant research stream.

Practical implications

The systematic introduction to the field of innovation networks is of notable interest to scholars and practitioners, who have (or desire to have) some awareness in the topic. Here, practitioners may find their compass to acquire some knowledge on innovation networks and orient their choices.

Originality/value

First, the spatially organized picture of the intellectual structure of the literature the authors offer is the initial thought-out comprehensive introduction to the field of on interorganizational network and innovation. Second, by developing a thorough bibliometric analysis of the extant bulk of the innovation networks literature, the authors develop specific methodological contribution. Third, we are able to map the intellectual structure in a two-dimensional space to visualize spatial distances between intellectual themes.

Details

Journal of Business & Industrial Marketing, vol. 30 no. 3/4
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 9 August 2018

Alexandros Psychogios, Feim Blakcori, Leslie Szamosi and Nicholas O’Regan

The purpose of this paper is to explore and theorize the process of managerial feedback in relation to change in small and medium enterprises (SMEs).

Abstract

Purpose

The purpose of this paper is to explore and theorize the process of managerial feedback in relation to change in small and medium enterprises (SMEs).

Design/methodology/approach

This research embraces a qualitative methodology in the context of manufacturing SMEs. Drawing on 30 in-depth interviews, and observations conducted with various managers in six SMEs operating in three countries, it is argued that managers benefit more by using daily, ongoing, feedback as a trigger of change in their organizations.

Findings

The findings suggest that there is an overall view that managers appear to be reluctant to change existing processes using formalized feedback mechanisms, which runs counter-intuitive to the literature. In contrast, informal methods of feedback work better in enhancing organizational change. Moreover, another two features of feedback enhance this process, namely, benefits oriented and confidence oriented. As such, this study contributes to existing knowledge and practice by proposing a three-fold form of feedback through which managers expand their perspectives of feedback from feeding-back to feeding-forward thereby enhancing the opportunities of triggering change.

Research limitations/implications

Feedback should merely be considered as a dynamic and socially constructed managerial practice. A practice where actors not only exchange information and share knowledge, but also act, react and interact with each other as they constantly rethinking the change process. The proposed aspect of feedback emphasizes knowledge therapeutically and in combination with the dialogical discourse (practical illustration) that increases the odds for capturing change as a natural, rather than exceptional.

Practical implications

Practitioners, as such, may wish to consider the terminology used when it comes to studying change and its implementation in a crisis context. Using deformalized managerial feedback mechanisms to tackle a formal phenomenon like “change” could help avoid employees perceiving a negative connotation, causing resistance or confusion and feeling threatened. Therefore, the authors suggest that practitioners, during development initiatives on modernizing or altering organizational processes, consider replacing the term “change” as a formal concept.

Originality/value

It is an investigation from an exploratory perspective in studying and understanding the causes, factors and modalities that trigger managerial feedback toward organizational change in manufacturing SMEs.

Details

Journal of Small Business and Enterprise Development, vol. 26 no. 1
Type: Research Article
ISSN: 1462-6004

Keywords

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