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Publication date: 13 October 2016

Florian Bauer, Svante Schriber, David R. King and Borislav Uzelac

Acquisition integration is important to realize synergies and to achieve acquisition success. However, there is a lack of clarity on pertinent integration approaches suggesting…

Abstract

Acquisition integration is important to realize synergies and to achieve acquisition success. However, there is a lack of clarity on pertinent integration approaches suggesting that integration is more complex and dynamic than traditionally assumed. In this chapter, we shed light on ambiguous cause effect relationships by investigating the effect of integration related decisions on intermediate goals. Additionally, we argue that entrepreneurial integration skills, or proactivity under ambiguity, are needed to keep pace with the dynamism inherent in acquisition integration. Based on primary data on 116 acquisitions, we find that entrepreneurial integration skills can display both advantages and disadvantages. While it helps to realize expected and serendipitous synergies, it can also trigger employee uncertainty due to decreased transparency. In supplementary analysis, we show measures to outperform with various integration approaches. Implications for management research and practice are identified.

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Mergers and Acquisitions, Entrepreneurship and Innovation
Type: Book
ISBN: 978-1-78635-371-9

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Article
Publication date: 13 May 2014

Kurt Matzler, Borislav Uzelac and Florian Bauer

The purpose of this paper is to expand the knowledge about the value of intuition for organizational innovativeness and organizational factors inhibiting intuitive decision…

924

Abstract

Purpose

The purpose of this paper is to expand the knowledge about the value of intuition for organizational innovativeness and organizational factors inhibiting intuitive decision making.

Design/methodology/approach

The study develops and tests a theoretical model that relates intuitive and deliberate decision-making styles to organizational innovativeness, and the application of either decision-making style to organizational size and decision maker's power position in an organization. Based on a survey conducted in 2011, data from 281 organizations was analyzed applying linear regression analysis.

Findings

Intuitive and deliberate processing both relate positively to organizational innovativeness. Organizational size relates negatively to the application of an intuitive decision-making style, while power position relates positively to the application of an intuitive decision-making style.

Research limitations/implications

The findings suggest that intuitive decision making is valuable for organizational innovativeness. Still, its application is suppressed if decision makers are in lower power positions or part of larger organizations.

Originality/value

High demands on managers’ and entrepreneurs’ information processing capabilities require them to apply their full range of cognitive capabilities (i.e. deliberative and intuitive processing). Intuitive decision making, however, still seems to be confined to those who have least reason to fear critique from others.

Details

Management Decision, vol. 52 no. 3
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 17 November 2014

Kurt Matzler, Borislav Uzelac and Florian Bauer

This paper aims to clarify the role of intuition in managerial decision making by identifying when intuitive decision making is typically applied, of what value it is for…

2868

Abstract

Purpose

This paper aims to clarify the role of intuition in managerial decision making by identifying when intuitive decision making is typically applied, of what value it is for organizations and what inhibits its application.

Design/methodology/approach

The authors combine insights from cognitive and social psychology with empirical evidence from a survey study with Austrian organizations.

Findings

In conjunction with deliberation, intuitive decision making contributes positively to organizational performance. Its application is moderated by a person’s hierarchical position, organization size as well as the subject at hand.

Research limitations/implications

While literature suggests to rely on self-reports to measure success, this approach can also be perceived as a limitation of this paper. Although insiders are most knowledgeable about their organizations, their information might lack objectivity. It is therefore important that future research applies more objective success measures.

Practical implications

This research stresses the merits and dangers of intuitive decision making and advises managers how to become “good” intuitive decision makers.

Social implications

Understanding the hallmarks of intuitive decision making, as well as the factors that moderate it, alters the understanding of our actions and therefore has implications for all human interactions.

Originality/value

This paper adds to existing literature on intuition in management research by providing empirical data regarding the value of intuition and factors that inhibit its application in organizational contexts.

Details

Journal of Business Strategy, vol. 35 no. 6
Type: Research Article
ISSN: 0275-6668

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Available. Content available
Book part
Publication date: 13 October 2016

Abstract

Details

Mergers and Acquisitions, Entrepreneurship and Innovation
Type: Book
ISBN: 978-1-78635-371-9

Access Restricted. View access options
Book part
Publication date: 13 October 2016

Abstract

Details

Mergers and Acquisitions, Entrepreneurship and Innovation
Type: Book
ISBN: 978-1-78635-371-9

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