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Article
Publication date: 20 June 2008

Christopher Kummer

Abstract

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Strategic HR Review, vol. 7 no. 4
Type: Research Article
ISSN: 1475-4398

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Article
Publication date: 1 March 2007

Annabelle Pineda and Christopher Kummer

Paying attention to cultural issues from the earliest stage of a merger or acquisition reaps long‐term business benefits. Annabelle Pineda of T‐Mobile Austria and Dr…

Abstract

Paying attention to cultural issues from the earliest stage of a merger or acquisition reaps long‐term business benefits. Annabelle Pineda of T‐Mobile Austria and Dr Christopher Kummer of the Institute of Mergers, Acquisitions and Alliances explain how T‐Mobile’s comprehensive approach to cultural change minimized conflicts post‐merger.

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Strategic HR Review, vol. 6 no. 3
Type: Research Article
ISSN: 1475-4398

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Article
Publication date: 10 October 2008

Christopher Kummer

The most critical aspect leading to success or failure of mergers and acquisitions (M&As) is people‐related. Unfortunately, how to handle aspects of “people issues”…

Abstract

Purpose

The most critical aspect leading to success or failure of mergers and acquisitions (M&As) is people‐related. Unfortunately, how to handle aspects of “people issues” remains one of the most difficult tasks to accomplish successfully. This paper aims to deal with the question of how to keep employees motivated and to retain them in such complex times as M&A transactions.

Design/methodology/approach

There are a number of reasons why the challenge of motivation and retention of key people is so difficult to master. The paper identifies the five main challenges of motivation and retention in M&As and how to tackle them.

Findings

The key reasons why the motivation and retention of key people during M&As are so difficult to master are that often damage is done prior to the closing of the deal. It is hard to handle the speed at which M&As are concluded and so it can be difficult to quickly and efficiently identify the key people to retain. The right packages need to be designed to retain the right people and communication with employees retained, as well as those not retained, must be maintained.

Practical implications

Keeping key people motivated and committed will help to retain them even during such complex times as M&A transactions, but also beyond. It is essential to prepare, as early as possible, detailed integration plans that include the identification of key people and the design of retention programmes, with the latter assisting in meeting retention goals. Communication of these elements, and other deal‐related issues, must also be effectively maintained.

Originality/value

The paper provides guidance in motivating and retaining key staff in the event of mergers and acquisitions.

Details

Strategic HR Review, vol. 7 no. 6
Type: Research Article
ISSN: 1475-4398

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Article
Publication date: 13 July 2015

Mark Thomas and Christopher Benjamin Kummer

Mergers and acquisitions (M & As) are sensitive issues in most industries, but it would seem even more so in airlines. The list of failures or destroyed value in…

Abstract

Purpose

Mergers and acquisitions (M & As) are sensitive issues in most industries, but it would seem even more so in airlines. The list of failures or destroyed value in the sector is long. This article outlines three of the main reason why M & As can be a challenge in this industry.

Design/methodology/approach

The article looks at M & As in the airline industry through a key stakeholder and brand identification perspective. It also considers the reaction of airline personnel to merger and analysis the cause of their behaviour.

Findings

Senior management often fails to understand that there is a big difference between negotiating and closing a merger and afterwards making it a success. While they often feel rather exhausted after the long process of discussions, due diligence and many legal aspects including regulatory hurdles – after the announcement the true work starts!

Details

Strategic Direction, vol. 31 no. 8
Type: Research Article
ISSN: 0258-0543

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Article
Publication date: 1 March 2007

Sara Nolan

There are many challenges involved in managing change, but also many opportunities, as the features in this issue convey. The main theme of this issue is mergers and…

Abstract

There are many challenges involved in managing change, but also many opportunities, as the features in this issue convey. The main theme of this issue is mergers and acquisitions and the vital role that HR plays in achieving successful outcomes.

Details

Strategic HR Review, vol. 6 no. 3
Type: Research Article
ISSN: 1475-4398

Keywords

Content available
Article
Publication date: 10 October 2008

Sara Nolan

Abstract

Details

Strategic HR Review, vol. 7 no. 6
Type: Research Article
ISSN: 1475-4398

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Article
Publication date: 1 March 2007

Ian Morley

Many mergers and acquisitions are not successful because of HR‐related issues. Despite being critical for success, the compensation and benefits (C&B) implications of the…

Abstract

Many mergers and acquisitions are not successful because of HR‐related issues. Despite being critical for success, the compensation and benefits (C&B) implications of the merger are often not considered.

Details

Strategic HR Review, vol. 6 no. 3
Type: Research Article
ISSN: 1475-4398

Keywords

Content available
Article
Publication date: 15 June 2021

David M. Herold, Katarzyna Nowicka, Aneta Pluta-Zaremba and Sebastian Kummer

The purpose of this paper is to provide new insights into the reactions and lessons learned with regard to the COVID-19 pandemic in terms of how logistics service…

Abstract

Purpose

The purpose of this paper is to provide new insights into the reactions and lessons learned with regard to the COVID-19 pandemic in terms of how logistics service providers (LSPs) managed to maintain supply chains resilience and what focus areas have been changed to keep operations functional and uphold financial stability.

Design/methodology/approach

Based on data-gathering techniques in interpretive research this study collected primary data via semi-structured interviews, interviewing informants from selected LSPs that operate on a global scale.

Findings

The results show that LSPs have built their reactions and actions to the COVID-19 outbreak around five main themes: “create revenue streams,” “enhance operational transport flexibility,” “enforce digitalization and data management,” “optimize logistics infrastructure” and “optimize personnel capacity.” These pillars build the foundation to LSP resilience that enables supply chains to stay resilient during an external shock of high impact and low probability.

Originality/value

The results of this study provide insights into how LSPs have managed the downsides and found innovative ways to overcome operational and financial challenges during the COVID-19 outbreak. As one of the first studies that specially focuses on the role of LSPs during the COVID-19 pandemic, this study categorizes the LSPs’ reactions and provides a “lessons learned” framework from a managerial perspective. From a theoretical perspective, this paper discusses the strategic role of LSPs in supply chain management and thereby extends current supply chain literature with a focus on LSP resilience.

Details

Supply Chain Management: An International Journal, vol. 26 no. 6
Type: Research Article
ISSN: 1359-8546

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Article
Publication date: 8 October 2019

David M. Herold, Tim Breitbarth, Nico Schulenkorf and Sebastian Kummer

Although logistics management is a crucial part of local and global sports events, there is no research-driven characterization of “sports logistics management”. The…

Abstract

Purpose

Although logistics management is a crucial part of local and global sports events, there is no research-driven characterization of “sports logistics management”. The purpose of this paper is to conceptualize a framework that allows for a more structured recognition of logistics in sports, in general, and sport event management, in particular. In addition, we conduct a systematic literature review of sports logistics management and locate opportunities for future research both for sports management and logistics management scholars.

Design/methodology/approach

Guided by Durach et al.’s (2017) systematic literature review approach, we identify key attributes and characteristics of sports logistics management. These are based on studies featuring at least partial aspects of logistics management in sports and sport events, and that were published between 2000 and mid-2019.

Findings

The study reveals that sports logistics management – meaning logistics activities in sports and sport event management – is a heavily under-researched area that provides an abundance of scientific opportunities. Based on the three sport event types of local/regional sport events, major sport events and mega sport events, the authors propose four sports logistics management pillars that are central to the proposed Sport Logistics Framework: venue logistics management, sports equipment logistics management, athletes logistics management, and fan and spectators logistics management.

Practical implications

By providing a conceptual framework for sports logistics, the authors progress towards informing the sport sector on relevant strategic and operational levels of logistics management and set the stage for empirical studies that are likely to advance sport logistics planning and management.

Originality/value

This is the first study that builds on a systematic review of literature specifically focused on the logistics aspect in sports and sport event management. It provides a conceptual framework of sports logistics management and offers an agenda of future research opportunities.

Details

The International Journal of Logistics Management, vol. 31 no. 2
Type: Research Article
ISSN: 0957-4093

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Article
Publication date: 28 September 2010

Christa Liedtke, Carolin Baedeker, Sandra Kolberg and Michael Lettenmeier

The Hot Spot Analysis developed by the Wuppertal Institute is a screening tool focussing on the demand of reliable sustainability‐oriented decision‐making processes in…

Abstract

Purpose

The Hot Spot Analysis developed by the Wuppertal Institute is a screening tool focussing on the demand of reliable sustainability‐oriented decision‐making processes in complex value chains identifying high priority areas (“hot spots”) for effective measures in companies. This paper aims to focus on this tool.

Design/methodology/approach

The Hot Spot Analysis is a qualitative method following a cradle‐to‐cradle approach. With the examples of coffee and cream cheese hot spots of sustainability indicators throughout the entire life cycle are identified and evaluated with data from literature reviews and expert consultations or stakeholder statements. This paper focuses on the indicator resource efficiency as an example of how the methodology works.

Findings

The identified hot spots for coffee are the raw material procurement phase in terms of abiotic material, water and energy consumption, the production phase concerning biotic material and the energy consumption in the use phase. For cream cheese relevant hot spots appear in the raw material procurement phase in terms of biotic materials and water as well as biotic materials and energy consumption during the production phase.

Research limitations/implications

Life cycle analyses connected to indicators like resource efficiency need to be applied as consequent steps of a Hot Spot Analysis if a deeper level of analysis is eventually aimed at which is more cost and time intensive in the short term. The Hot Spot Analysis can be combined with other sustainability management instruments.

Practical implications

Research and management can be directed to hot spots of sustainability potential quickly which pays off in the long term.

Originality/value

The paper shows that companies can address sustainability potentials relatively cost moderately.

Details

British Food Journal, vol. 112 no. 10
Type: Research Article
ISSN: 0007-070X

Keywords

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