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Article
Publication date: 20 April 2010

Wayne Holland and Alzira Salama

The purpose of this research paper is to explore the learning process associated with international mergers and acquisitions (M&A) integration strategies.

4741

Abstract

Purpose

The purpose of this research paper is to explore the learning process associated with international mergers and acquisitions (M&A) integration strategies.

Design/methodology/approach

The paper employs a comparative case study methodology, utilising qualitative data through in‐depth interviews with top management responsible for integration strategies. Three pairs of major international firms from the USA and the UK, USA and Sweden and USA and Germany were studied.

Findings

The paper empirically demonstrates that careful and well‐planned integration strategies are responsible for sustainable learning occurring, leading to desirable synergies between firms engaged in a merger process.

Research limitations/implications

The interviews took place at higher/top levels of the organisations. A more comprehensive picture would include other lower levels of each organisation structure.

Practical implications

Based on the data analysis, an integrative model for learning related to M&A is developed. This model would help organisations, planning on engaging in international M&A activity, to maximise the learning from the process.

Originality/value

This is a practical/empirical study, supporting the available theory on the subject in the literature. The research approach was innovative, as it collected relevant data from top executive board members, exploring their own views on the barriers for learning and on the ways to minimise them.

Details

The Learning Organization, vol. 17 no. 3
Type: Research Article
ISSN: 0969-6474

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Article
Publication date: 1 May 1994

Alzira Salama and Mark Easterby‐Smith

Analyses the links between the process of cultural change and managerialcareer systems. Describes qualitative research conducted in Jaguar Cars,British Airways, British Nuclear…

3725

Abstract

Analyses the links between the process of cultural change and managerial career systems. Describes qualitative research conducted in Jaguar Cars, British Airways, British Nuclear Fuels and British Airports Authority while experiencing major changes associated with privatization decisions. Concludes that in order to understand corporate culture change it is necessary to consider the impact of both senior managers and human resource management procedures, in particular managerial career systems, within the context of the particular history of the organization in question.

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Article
Publication date: 1 August 2003

Alzira Salama, Wayne Holland and Gerald Vinten

Explores the challenges and opportunities in integration processes, and the factors responsible for the success of cross‐boarder acquisitions within related industries. Emphasises…

17744

Abstract

Explores the challenges and opportunities in integration processes, and the factors responsible for the success of cross‐boarder acquisitions within related industries. Emphasises the corporate strategies the three partnered companies used to maximise synergies, and to minimise the negative effects of the unavoidable, but necessary and complex, acculturation process. Evidence extracted from these case studies highlights that successful co‐operation between the firms resulted from the learning process developed by the partners. Knowledge acquisition and the subsequent organisational learning were the important desirable outcomes of the acquisition processes experienced by the organisations under study. The paper is structured as follows: a literature review on integration strategies and cultural impact on mergers and acquisitions precedes the three success stories. Accounts originating from semi‐structured interviews with top executives of Deutsche Bank – Bankers Trust; British Petroleum – Amoco; and Ford – Volvo are compared and contrasted with the literature. Outlines the results achieved in this self‐contained initial stage of an ongoing research project.

Details

Journal of European Industrial Training, vol. 27 no. 6
Type: Research Article
ISSN: 0309-0590

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Article
Publication date: 1 December 2003

All too often, when companies are involved in a merger or acquisition, the benefits can be diminished by a lingering “us and them” attitude by people in the two formerly separate…

2008

Abstract

All too often, when companies are involved in a merger or acquisition, the benefits can be diminished by a lingering “us and them” attitude by people in the two formerly separate firms. Many such alliances do not meet their financial and strategic expectations because of a failure to get both groups working as one, sharing knowledge and expertise.

Details

Strategic Direction, vol. 19 no. 11
Type: Research Article
ISSN: 0258-0543

Keywords

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