The purpose of this paper is to state new formulation of the programme‐styled framework of pansystems research and related expansions.
Abstract
Purpose
The purpose of this paper is to state new formulation of the programme‐styled framework of pansystems research and related expansions.
Design/methodology/approach
Pansystems‐generalized extremum principle (0**: (dy/dx=0)**) is presented with recognitions to various logoi of philosophy, mathematics, technology, systems, cybernetics, informatics, relativity, biology, society, resource, communications and related topics: logic, history, humanities, aesthetics, journalism, IT, AI, TGBZ* <truth*goodness*beauty*Zen*>, etc. including recent rediscoveries of 50 or so pansystems logoi.
Findings
A keynote of the paper is to develop the deep logoi of the analytic mathematics, analytic mechanics, variational principles, Hilbert's sixth/23rd problems, pan‐axiomatization to encyclopedic principles and various applications. The 0**‐universal connections embody the transfield internet‐styled academic tendency of pansystems exploration.
Originality/value
The paper includes topics: history megawave, pansystems sublation‐modes, pan‐metaphysics, pansystems dialogs with logoi of 100 thinkers or so, and pansystems‐sublation for a series of logoi concerning the substructure of encyclopedic dialogs such as systems, derivative, extremum, quantification, variational principle, equation, symmetry, OR, optimization, approximation, yinyang, combination, normality‐abnormality, framework, modeling, simulation, relativity, recognition, practice, methodology, mathematics, operations and transformations, quotientization, product, clustering, Banach completeness theorem, Weierstrass approximation theorem, Jackson approximation theorem, Taylor theorem, approximation transformation theorems due to Walsh‐Sewell mathematical school, Hilbert problems, Cauchy theorem, theorems of equation stability, function theory, logic, paradox, axiomatization, cybernetics, dialectics, multistep decision, computer, synergy, vitality and the basic logoi for history, ethics, economics, society OR, aesthetics, journalism, institution, resource and traffics, AI, IT, etc.
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IN this issue there is a Letter to the Editor (page 42). Its author is D. A. Barron, Chief Work Study Engineer of Marconi's Wireless Telegraph Co. Ltd., at Basildon. The letter is…
Abstract
IN this issue there is a Letter to the Editor (page 42). Its author is D. A. Barron, Chief Work Study Engineer of Marconi's Wireless Telegraph Co. Ltd., at Basildon. The letter is important from two aspects. Firstly, because it enables the writer of this column to clear up any misconceptions lingering in people's minds regarding references to Charles Bedaux in past editorials appearing in this journal.
Raffaele Fiorentino and Stefano Garzella
The purpose of this paper is to advance a conceptual comprehensive framework to analyze synergy management pitfalls in mergers and acquisitions (M & As). The framework…
Abstract
Purpose
The purpose of this paper is to advance a conceptual comprehensive framework to analyze synergy management pitfalls in mergers and acquisitions (M & As). The framework highlights the main dimensions of synergy management, the most relevant synergy pitfalls and the ways to overcome them.
Design/methodology/approach
A greater recognition of synergy management literature in M & As is developed. A framework is provided integrating the compatible elements of previous broad areas of research and the main findings of studies on several topics related to synergy.
Findings
Prior literature has suggested that synergy is an important motivation of M & As, has tended to be overestimated and has been difficult to achieve. Specifically, there are three relevant synergy pitfalls: the “mirage,” a tendency to overestimate synergy potential, the “gravity hill,” the underestimation of the difficulties in synergy realization and “amnesia,” a dangerous lack of attention to the realization of synergy. An effective synergy management requires an analysis of five dimensions: the steps of the M & A process, the several values of synergy, the forbidding effects of poor synergy management, the potential causes of synergy inflation and the selection of solutions to synergy pitfalls.
Practical implications
The comprehensive framework suggests insights and guidelines to help managers to overcome pitfalls in synergy management. Managers will learn the following lessons: “when” pitfalls should embrace synergy management; “where” pitfalls may occur; “why” pitfalls may occur; “what” consequences can result in a value of “realized synergy” lower than the “expected synergy”; and “how” actions, tools and behaviors can overcome hidden dangers in synergy management.
Originality/value
The study changes the focus from a single, generic synergy trap to three more analytical, useful synergy pitfalls: the mirage, the gravity hill and the amnesia. By shedding light on synergy management pitfalls, this paper enriches M & A literature and enhance practical solutions to reduce pitfalls in synergy decision making.
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Florian Bauer, Julia Hautz and Kurt Matzler
The purpose of this paper is to detect and challenge generally accepted management and consulting practice in Mergers & Acquisitions (M&As). M&As have been an important issue in…
Abstract
Purpose
The purpose of this paper is to detect and challenge generally accepted management and consulting practice in Mergers & Acquisitions (M&As). M&As have been an important issue in strategic management and corporate development for decades. The integration process of two separate entities has been found to be of importance, and has, accordingly, received a significant amount of attention by research, management and consulting literature. Based on these insights, managers tend to rely on well-established and generally accepted rules developed by practice and consultants that should support a successful integration process and the generation of value. Nonetheless, M&As’ efforts still often fail to create value. So is the common practice of the established drivers and beneficial consequences of the integration of M&As right, or do the experiences of consultants, companies and managers reveal something different?
Design/methodology/approach
To understand these challenges, the authors spent four years studying M&A projects and subsequent integration processes of more than 400 companies that engaged in M&A efforts. The data derived from four survey-based quantitative studies among more than 430 CEOs, CFOs and other senior managers in the field of M&As and personal interviews that were conducted to get in-depth insights.
Findings
This extensive research on the efforts and projects of M&As over many years and including many companies reveals that successful integration processes are complex, social and culturally dependent endeavors and that the application of commonly accepted and established principles oversimplifies and disregards the interdependencies.
Originality/value
The present paper unveils four established principles concerning the successful integration after M&As as tenacious myths and provides more differentiated insights into value-destroying and value-creating mechanisms in M&As.
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Melting universality, quantification and relative computability into a meta‐synthesis, pansystems theory develops an investigation on W‐fuzziness and 0*‐fuzziness connected with…
Abstract
Purpose
Melting universality, quantification and relative computability into a meta‐synthesis, pansystems theory develops an investigation on W‐fuzziness and 0*‐fuzziness connected with generalized conceptions such as derivative, equation, variational principle and OR. The purpose of this paper is to unify various mathematical structures, fuzziness categories, definitions of systems are unified within a general framework.
Design/methodology/approach
The paper includes topics: pansystems approach to fuzzy systems and relations, pansystems variational principle and Zadeh's extension principle, pansystems clustering and its fuzzy embodiment, pansystems topology and approximation to fuzziness, relative unification of fuzziness and roughness.
Findings
Zadeh extension principle about fuzziness transmission can be considered as a specific model of pansystems extremum principle, and so the more modes can be developed. Based on them a further investigation is present on pansystems clustering, which is a W‐fuzzy clustering, an extension or sublation of traditional one and fuzzy one.
Originality/value
Pansystems clustering embodies mutuality of many logoi of different subbraches with classification‐styled OR, including related interpromotions of the principles among knowledge rediscovery, data mining, mathematical reasoning and the investigations of fuzzy systems. W‐fuzziness and 0*‐fuzziness realize a relative unification for many logoi and principles.
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Ali Tarhini, Ali Abdallah Alalwan, Ahmad Bahjat Shammout and Ali Al-Badi
This study aims to investigate the factors that may hinder or facilitate consumers’ adoption of mobile-commerce (m-commerce) activities in the context of developing countries…
Abstract
Purpose
This study aims to investigate the factors that may hinder or facilitate consumers’ adoption of mobile-commerce (m-commerce) activities in the context of developing countries exemplified here by Oman.
Design/methodology/approach
A conceptual model was developed through integrating factors from UTAUT2 (performance expectancy, expectancy effort, social influence, facilitating conditions, hedonic motivation, price value, habit and self-efficacy) and SERVQUAL (system quality, service quality and information quality). Data were collected from 530 Omani m-commerce users through a cross-sectional survey.
Findings
The results of the structural equation modelling showed that consumers’ behavioural intention (BI) towards m-commerce adoption was significantly influenced by information quality, habit, performance expectancy, trust, hedonic motivation, service quality, price value and facilitating conditions, in their order of influencing strength, and explained 65.5 per cent of the variance in BI. Unexpectedly, effort expectancy, social influence, self-efficacy and system quality had no significant effect on BI.
Practical implications
This study will explain the currently relatively low penetration rate of m-commerce adoption in Oman, which will help local m-commerce businesses to develop the right organizational strategies, especially related to marketing strategies and developing mobile applications, which will draw the attention of many users.
Originality/value
This is one of the few studies that integrates UTAUT2 with SERVQUAL and tests the proposed model in non-Western cultural contexts. Specifically, in contrast to previous studies, diversity of individuals’ acceptance behaviour is examined in Oman.
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Darbi J. Haynes-Lawrence and Adam R. West
The purpose of this study was to survey parents who have Multiple Sclerosis (MS) and examine issues surrounding their parenting.
Abstract
Purpose
The purpose of this study was to survey parents who have Multiple Sclerosis (MS) and examine issues surrounding their parenting.
Design
Qualitative surveys were used to collect data.
Findings
Findings from the study include three themes: (a) They needed to know; (b) Involving children with treatment; and (c) I can’t do this alone. Discussion of findings and conclusions and recommendations for parents, physicians, and future studies are presented.
Research limitations
Data for the study was collected through self-reports and limited demographic data was collected.
Value
Continued research on MS is needed, especially in the area involving children in at-home treatments and children as caregivers. Children can be a challenging population to investigate, yet as evidenced in this study, children are being involved in MS treatments of their parents. A greater, more in-depth look at the role of a child as caregiver is warranted.
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Ali M. Metwalli and Roger Y.W. Tang
This paper provides an overview of the merger and acquisition (M&A) activity of Middle‐Eastern (M.E.) countries from 1990 to 2000. The following information is presented: M&A…
Abstract
This paper provides an overview of the merger and acquisition (M&A) activity of Middle‐Eastern (M.E.) countries from 1990 to 2000. The following information is presented: M&A transactions by the nationality and industries of the target firms; home countries and industries of the acquiring firms and the acquisition methods. The largest twenty mergers and acquisitions in the Middle East during the 1990–2000 period are identified. The paper also compares the M&A activity in four important countries (Egypt, Israel, Kuwait and Saudi Arabia). Learning the M&A activity in the Middle East is essential in identifying target or acquirers, and conducting future M&A transactions.