Suchergebnisse

PurposeIntergroup dynamics between the acquirer and the acquired are determinants of post-merger integration success. Mergers and acquisitions scholars call for the adoption of new reading prisms to gain deeper insights on post-merger integration dynamics as the failure rate of mergers remains high. In mobilizing works from social psychology to examine intergroup dynamics, this study aims to respond to this call by shedding light on the post-merger integration process. Typologies of integration processes do not take into account intergroup dynamics that operate within the new entity, which are influencing the decision-making process. To better understand how firms achieve a successful integration (symbiosis), the authors propose a processual analysis of intergroup dynamics in post-merger integration.Design/methodology/approachThe research approach is a qualitative, longitudinal enquiry, which allows us to examine intergroup dynamics in two real-time merger case studies. The integration processes selected for this research include symbiotic integrations. Both integration processes were analyzed over two years, starting with the merger agreement.FindingsThis study sheds additional light on the triggers for achieving symbiosis integration by demonstrating the specific role and contribution of each of the parties (majority and minority) during the process. This study shows that post-merger is a process that follows different steps to reach symbiosis, involving majority/minority dynamics. The symbiosis implies minority innovation by adopting new business and organizational practices, mainly inspired by the standards and values of the minority. The study highlights innovation by the minority as a key element in achieving a symbiotic integration. This element can be understood by managers involved in managing the integration as a turning point in the integration process.Research limitations/implicationsThe authors investigated symbiotic integration in specific industries; questions can arise about the extent to which findings are transferable to other mergers and acquisitions contexts.Originality/valueThis study advances the understanding of the dynamics between the majority and minority in adopting a processual and longitudinal analysis. On that point, this study gains insights on the "black box" that represents post-merger integration process.

Le présent article souligne les spécificités des fusions public-privé en présentant les interactions entre les logiques institutionnelles en jeu et les dynamiques culturelles au cours du processus d'intégration d'une fusion public-privé. L'article présente une étude de cas longitudinale d'une fusion public-privé de deux sociétés françaises cotées sur deux ans. Notre étude complète et enrichit le modèle de Schultz en mettant en évidence son caractère dynamique et le rôle crucial de l'État comme déclencheur des interactions entre logiques institutionnelles et dynamiques culturelles. Remarques à l'intention des praticiens En mettant en évidence les interactions entre dynamiques culturelles et logiques institutionnelles, nous examinons la manière dont les dynamiques culturelles influencent le processus décisionnel et dont les logiques institutionnelles influencent l'intégration en devenant dominantes. Nous démontrons comment l'État influence les interactions entre ces forces au cours du processus d'intégration.

AbstractLegitimation during post‐merger integration is a challenging nonlinear process influenced by the key public, private, and hybrid dynamics. In contrast to the planned characterization of merger integration, legitimation is a nonlinear process. Legitimacy is crucial to organizational change, especially in the context of a merger; managers need to understand the oscillating dynamics from public and private logics during the integration period. The legitimation process during a merger comprises three key processes: public, private, and hybrid. These are tools for managers involved in a public–private integration.

This article underlines the specificities of public–private mergers by presenting the interactions between the institutional logics at stake and the cultural dynamics during the integration process of a public–private merger. The article presents a longitudinal case study of a public–private merger of two listed French companies over two years. Our study completes and enriches Schultz's model by showing its dynamic nature and highlighting the crucial role of the state as a trigger for the interactions between institutional logics and cultural dynamics. Points for practitioners By highlighting the interactions between cultural dynamics and institutional logics, we trace how cultural dynamics influence the decision-making process and how institutional logics influence integration by becoming dominant. We demonstrate how the state influences the interactions between these forces during the integration process.

Purpose
The purpose of this paper is to study how networks may influence the awarding of a contract. In particular, the authors explore strategic networks originating from cooperative relationships.


Design/methodology/approach
Based on notices of contracts awarded in the French public sector, the authors identified 10,377 partnership relations within 4,242 strategic alliances. The authors represented the system of relations in a graph. The authors used the networks depicted to measure a set of relational properties and build a structural equation model (partial least squared-path modeling).


Findings
The results highlight two important elements. First, the authors reveal the impact of the strength of weak and strong ties on contract awarding. Second, the authors show that the strength of weak ties is magnified by lead partners.


Originality/value
The findings provide insight into strategic behavior that can influence awarding contract. The authors also provide public principals with new means to improve their partner relations.

ABSTRACT  This paper examines the impact of contemporary pressures on industrial districts and analyses the changes that are taking place in an industrial district confronted with disembedding and globalisation. We discuss the following questions: What are the processes and consequences of disembedding for the changing shape and form of inter‐firm trust, contract and network forms? Is there an evolution in subcontracting and trade interdependency? What is the role of institutional infrastructures? We performed a longitudinal qualitative study using a number of different data sources to analyse the evolution of one French industrial district, particularly how new pressures of internationalisation and disembedding work to reconfigure inter‐firm relations in this district. While the recent literature is dominated by notions about industrial districts that concern only the trend towards increased competition or disembeddedness, this article shows that there is no unilinear trend. In contrast with the findings of certain recent studies, we argue that economic logic does not fully account for recent developments because the adjustment that are being made by the district are characterised rather by re‐embeddedness, increased cooperation, and institutionalisation.