Journal articles on the topic 'Organisational mergers'
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L. Luoma-aho, Vilma, and Mirja E. Makikangas. "Do public sector mergers (re)shape reputation?" International Journal of Public Sector Management 27, no. 1 (January 7, 2014): 39–52. http://dx.doi.org/10.1108/ijpsm-09-2012-0120.
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Purpose – The public sector worldwide is under pressure to downsize, which has led to mergers of public sector organisations. This paper seeks to bridge the unstudied gap of what happens to organisational reputation after a merger. The paper discusses change and reputation in the public sector, and reports findings of a longitudinal study on stakeholder assessments of four public sector organisations undergoing mergers recently. Design/methodology/approach – Following a theory-driven content analysis, this longitudinal study compares stakeholder assessments of four public sector organisations' reputations a year before an organisational merger with assessments of the two resulting organisations' reputations two years after the merger. Findings – The paper finds that the mergers did not really re-shape reputation, but the once established reputation persevered. Although the organisations faced greater expectations after the merger, only minor changes in reputation were detected post-merger: the reputation for expertise, heavy bureaucracy and trustworthiness remained strong after the merger, but certain traits, such as being international and esteemed, were lost. In both cases, one organisation's prior reputation slightly dominated the new reputation. Research limitations/implications – The findings may be limited to Finland and other Nordic countries, as well as those countries where trust in the public sector is high. Practical implications – Mergers may not change once-established reputations, and hence the improvements desired by mergers may go unnoticed by the different stakeholders. Organisations merging must prepare for increased stakeholder expectations, as the new organisations arise questions. Previous organisational traits may remain in stakeholders' assessments despite any achieved improvements. Originality/value – This paper addresses the gap in studying organisational reputation after public sector mergers, and contributes to both theory and practice by providing insight into the stability of once-established reputations.
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Frølich, Nicoline, and Bjørn Stensaker. "Mergers and missions: investigating consequences for system diversity." Higher Education 82, no. 2 (July 7, 2021): 411–34. http://dx.doi.org/10.1007/s10734-021-00730-7.
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AbstractIn recent decades, many higher education systems around the world have been exposed to institutional mergers. While the rationale for mergers has often been related to issues of improved quality, effectiveness and/or efficiency at the institutional level, fewer studies have analysed how mergers may affect institutional diversity within the higher education landscape. Focusing on institutional missions, the current study analyses the strategic plans of both merged and non-merged institutions in Norway. The key finding is that mergers may not necessarily reduce system level diversity, although mergers indeed may affect the organisational mission of individual institutions.
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Schroeder, Harold. "Preparing for Merger: An Art and Science Approach for Organisational Development." International Journal of Human Resource Studies 3, no. 1 (January 31, 2013): 89. http://dx.doi.org/10.5296/ijhrs.v3i1.3185.
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High failure rates continue to be reported for organizational change projects in general and mergers and acquisitions in particular, with the failures most often attributed to cultural incompatibilities or other people-related issues. The article identifies factors believed to be contributing to this situation, which mean that organisations are often inadequately prepared for the challenges of merger and integration. The Art and Science of TransformationTM framework developed by Schroeder & Schroeder, Inc. and two related organizational change readiness assessment tools are discussed as a suggested approach for improvement of the prospects for a successful merger. These enable organizations considering a merger to determine their current state of change readiness in terms of art and science skills as well as proven organizational change shaping levers, and identify the cultural and people-related factors that can facilitate or hinder transformation. In this way, potential risks can be identified and eliminated and key drivers of successful transformation can be strengthened. Keywords: Mergers, Organizational Transformation, Art and Science
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MBEBA, ROLAND DARLINGTON. "Essence of a Flexible Organisational Culture to Influence Change in the 21st Century Organisation." Journal of International Cooperation and Development 1, no. 1 (November 5, 2018): 13. http://dx.doi.org/10.36941/jicd-2018-0002.
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In the current dynamic, diverse global organisational environment, organisations face the challenge of having to embrace change, so as to comply with emerging business models, technological advancement, mergers and acquisitions. It is thus imperative that organisations have in place flexible organisational cultures that are swift to adopt and embrace change that demands greater levels and lengths of innovation and creativity. This enables organisations to take significant strides in opening up to change and compete in the increasingly competitive global economy. The study adopted the desk research approach, qualitatively reviewing extensive literature, which is to yield detailed reported information, and this conviction of enquiry enables a deeper understanding of the effectiveness. The findings thus reveal that changing organisational culture is an uphill task although a flexible organisational culture is fundamental to organisations existence and capability to compete in a dynamic environment. Organisational culture change is essential in supporting organisational change. In other words a flexible organisational culture is essential in ensuring a smooth change process.
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Gomes, Emanuel, Kamel Mellahi, Sunil Sahadev, and Amy Harvey. "Perceptions of justice and organisational commitment in international mergers and acquisitions." International Marketing Review 34, no. 5 (September 11, 2017): 582–605. http://dx.doi.org/10.1108/imr-02-2014-0046.
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Purpose Although there is substantial and accumulating evidence on the link between market entry modes and performance, evidence regarding their impact on employee’s perceptions and thereby their commitment is scarce. This is more so in mergers and acquisitions (M&As) where employee’s commitment has a significant impact on post-entry performance. The purpose of this paper is to examine the association between perceptions of justice and organisational commitment in cross-border M&As. Design/methodology/approach The authors draw on market entry and M&As’ literature and studies on the link between perception of justice and commitment to develop the hypotheses. The authors test the hypotheses with survey data from a merger of two culturally different partners – British and Japanese. A total of 128 responses were received, out of a sample of 151 non-managerial employees within the firm. Findings The results show a strong association between employees’ perceptions of justice during the merger and commitment to the new organisation. Surprisingly, the results do not support the widely reported interaction effects between different organisational justices and employees’ commitment. Research limitations/implications Obtaining data from a single M&A is a potential limitation of this study. Practical implications The study underscores the importance of post-market entry. The results suggest that particular attention needs to be paid to the way employees of the acquired firm are treated during their interactions with their counterparts. Originality/value The link between market entry and performance is well documented. However, little progress has been made in understanding the antecedents/factors that influence commitment in foreign market entry and in particular cross-border M&As. This study helps close this gap.
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Czarnota, Zbyszko. "Mergers and acquisitions in Greece." Open Political Science 2, no. 1 (December 31, 2019): 197–99. http://dx.doi.org/10.1515/openps-2019-0019.
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AbstractThe financial crisis has paradoxically protected many sectors of the Greek economy from collapse. The ownership structure of companies in Greece was dominated by state and local government companies. Private companies have not only contributed capital and protected employees from unemployment, but have also given a new organisational culture to companies.
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Kabanoff, Boris, and Joseph Daly. "Espoused Values of Organisations." Australian Journal of Management 27, no. 1_suppl (June 2002): 89–104. http://dx.doi.org/10.1177/031289620202701s10.
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We review a series of studies whose focus is the measurement and comparison of values espoused by organisations in their public documents, in particular their annual reports. We begin by considering the construct of organizational values and the advantages and assumptions involved in using content-analysis of organizational documents to measure espoused values. Three interrelated studies of espoused organisational values are then described. The first of these investigates the value profiles of a sample of large Australian companies in order to test the validity of a previously developed typology of organisational values derived from distributive and procedural justice theory (Kabanoff, 1991). Changes in organisational values over time for the same group of companies are then considered. This study illustrates that how one studies value change, either in a univariate way by comparing single values over time or by comparing the incidence of different organisational ‘types’, that is organisational with different types of value profiles, significantly influences the results and interpretations of changes over time. The final study is a cross-national comparison involving Australian and US organisations that reveals several meaningful differences between the countries in the incidence of organisations with different value profiles. We conclude with a brief discussion of future planned research using the same methodology and focusing on the role of espoused values in organisational mergers and acquisitions.
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Exworthy, M. "A Review of Recent Structural Changes to District Health Authorities as Purchasing Organisations." Environment and Planning C: Government and Policy 11, no. 3 (September 1993): 279–89. http://dx.doi.org/10.1068/c110279.
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The first year of the National Health Service reforms was characterised by a steady-state situation involving little alteration to existing purchaser–provider organisational structures. However, the second year saw the internal market begin to take effect, though still restricted in many areas. In this paper, some recent developments of district health authority purchaser organisations are explored. The potentially contradictory trends towards (geographically and organisationally) larger purchasers, in the form of mergers and consortia, and the need for locally sensitive purchasing mechanisms are discussed. It is concluded that there needs to be some policy direction concerning the hierarchy of purchasers as the number of general practitioner fund-holders increases and as providers begin to restructure their operations in the internal (managed) market.
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Yang, Yanan, Christoph Lütge, and Hongwei Yang. "Organisational culture affecting post-merger integration." Review of International Business and Strategy 29, no. 2 (June 3, 2019): 139–54. http://dx.doi.org/10.1108/ribs-12-2018-0104.
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Purpose The purpose of this paper is to determine the principal organisational cultural dimensions that affect levels of post-merger integration (PMI) in Chinese acquisitions in Germany and to explore the relationship of these specific organisational cultural dimensions and levels of integration. Design/methodology/approach Data set were collected using a structured questionnaire given to Chinese and German managers and employees, who implemented/were responsible for the PMI in 12 Chinese acquisitions in Germany. A total of 120 questionnaires were distributed and there were 67 respondents, corresponding to a response rate of about 56 per cent. Principal components analysis, one-way ANOVA and bi-variate Spearman’s correlation were applied to analyse the data. Findings Findings revealed that five organisational cultural dimensions (i.e. adaptability, consistency, involvement, balance and flexibility) were extracted to be the primary indicators affecting levels of integration in Chinese reverse mergers and acquisitions (M&As) in the German market. Further, adaptability emerged as the only predictor with a significant negative implication on predicting the degree of PMI that Chinese investors would initiate to integrate their acquired German subsidiaries. Originality/value This study is one of the few studies to consider the specific organisational cultural dimensions affecting the integration levels of reverse M&As and is the first study, to the best of our knowledge, to explore the correlations of specific corporate cultural dimensions and integration levels in emerging multinational enterprises’ reverse M&As through quantitative research.
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Stauss, Kimberly, Alishia Ferguson, and Anna North. "Bridging Two Worlds: Using Knowledge Management Theory to Understand the Merging of Two Non-Profit Organisations." Journal of Information & Knowledge Management 10, no. 04 (December 2011): 301–14. http://dx.doi.org/10.1142/s0219649211003012.
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In today's economic climate, knowledge management is very important to the non-profit sector as these organisations experience the effects of a global recession. Financial instability may lead to downsising that creates a loss of important information. For non-profit organisations, a creative solution to the financial crisis has been re-structuring through multi-agency collaborations and mergers. These restructuring processes are complex and disruptive, making effective knowledge management processes even more important for organisational success. This study employs a qualitative interview design to explore the merger of two non-profit cancer support agencies through the lens of knowledge management theory. Participants of the original agencies shared their views of previous knowledge processes, how the processes changed as a result of the merger and strategies used by the newly formed agency to address merger complexities. Results reflect that one of the original organisations began as a non-profit medical provider with formal culture and communication patterns; the other a grass-roots social service agency with informal structure and communication patterns. These differences contributed to differing views about how the merger was implemented and perceived by various employees and board members. Knowledge gains were generally explicit knowledge processes while knowledge losses were implicit processes. Some important strategies and lessons learned included the need for good documentation of all work processes, an external facilitator, and the need for transparency and collaboration between all constituents.
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CHARUE-DUBOC, FLORENCE. "A THEORETICAL FRAMEWORK FOR UNDERSTANDING THE ORGANISATION OF THE R&D FUNCTION: AN EMPIRICAL ILLUSTRATION FROM THE CHEMICAL AND PHARMACEUTICAL INDUSTRY." International Journal of Innovation Management 10, no. 04 (December 2006): 455–76. http://dx.doi.org/10.1142/s1363919606001569.
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The increasing importance of innovation for companies, mergers and acquisitions, and the strengthening of project structures are leading to numerous rationalisations in the organisation of the research function. Although few works have analysed company R&D organisation and its impact on innovation performance, we elaborate on the concepts of economy of scope and absorptive capacity, introduced to compare the efficiency of various firms' R&D, so as to analyse the organisation of R&D departments. We focus on inter-project learning and argue that it must be viewed as an organisational question. "Organising by problem" constitutes a new means of cross-project learning and of enhancing absorptive capacity.
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Horwitz, F. M., K. Anderssen, A. Bezuidenhout, S. Cohen, F. Kirsten, K. Mosoeunyane, N. Smith, K. Thole, and A. Van Heerden. "Due diligence neglected: managing human resources and organisational culture in mergers and acquisitions." South African Journal of Business Management 33, no. 1 (March 31, 2002): 1–10. http://dx.doi.org/10.4102/sajbm.v33i1.692.
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The aim of this article is to identify attributes of organisational culture and human resource practices required for successful transitions in mergers and acquisitions. Using primary data from five case studies on mergers and acquisitions, findings show that where neglect of two key ‘soft’ due diligence factors of cultural and human resource compatibility occurs, transition and effective integration of the new entity is hampered. The need for a coherent integration plan including joint teams, effective communication and other appropriate human resource practices is considered vital for successful acculturation. A model for both managerial policy and further research is proposed.
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Melewar, T. C., Elif Karaosmanoglu, and Douglas Paterson. "Corporate identity: concept, components and contribution." Journal of General Management 31, no. 1 (September 2005): 59–81. http://dx.doi.org/10.1177/030630700503100104.
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The purpose of this paper is to provide an overview of the corporate identity concept. This investigation initially provides a brief review of the literature and clarification of the various components of the corporate identity concept. Then, through a series of in-depth interviews with 32 individuals from twenty different organisations in different industries, it aims to develop an understanding of the benefits organisations believe can be derived from a strong identity. The study shows that many practitioners and academics believe that a virtuous corporate identity is pivotal to their success. Many interviewees stated that the benefits of a strong and positive corporate identity could boost employee motivation, increase the ability of the organisation to recruit and retain high quality employees, provide a strong base for organisational culture in the event of mergers and acquisitions, increase transparency of business practices, bring competitive advantage, help to develop better relationships with other businesses and aid investment into the company. The study recommends that businesses should try to develop systematic methods of measuring and managing their corporate identity.
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Locke, William. "Higher Education Mergers: Integrating Organisational Cultures and Developing Appropriate Management Styles." Higher Education Quarterly 61, no. 1 (January 2007): 83–102. http://dx.doi.org/10.1111/j.1468-2273.2006.00339.x.
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Wronka-Pośpiech, Martyna, and Aldona Frączkiewicz-Wronka. "Strategic Orientation and Organisational Culture in Polish Public Organisations: Insights from the Miles and Snow Typology." Management 20, no. 1 (May 1, 2016): 126–41. http://dx.doi.org/10.1515/manment-2015-0029.
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Summary Polish public organisations are often perceived as having strong bureaucratic orientation, avoiding both change and risk. However, in the last decade a distinct change in the management model of public organisations can be noticed. Public sector becomes an open ground for mergers and partnerships, entrepreneurial leadership, diversified services and commercialization (Golensky and DeRuiter 1999; Zimmerman and Dart, 1998; Pollitt and Bouckaert, 2004; Walker, 2013]. Public organisations embrace these strategies from the for-profit sector in order to manage change and to be effective. Most importantly, public organisations are adopting these frameworks in order to survive the changing operating environment, including changes in the level of government funding. Our paper draws on the Miles and Snow (1978) typology of generic strategies - prospectors, defenders, analysers, and reactors - to identify different organisational strategies within public organisations providing social services in Poland. In order to assess organisational culture we used the most widespread and used in many empirical studies Cameron and Quinn’s model (2003), the Competing Values Framework (CVF), from which four cultures - adhocracy, clan, market and hierarchy - emerge. The choice of these two providers of social services was dictated by our conviction, that these organisations are critical both for the national economy and for mitigating, counteracting and preventing social exclusion.
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Sharma, Reetesh, and Mark Thomas. "Cathay & Southwest: flying the flag of good practice in airline mergers." Strategic Direction 31, no. 8 (July 13, 2015): 20–22. http://dx.doi.org/10.1108/sd-06-2015-0089.
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Purpose – This article highlights the essential factors to be considered for successful mergers and acquisitions (M & As) in the aviation industry. The article draws insights from the successful deals between Morris and Southwest Airlines as well as Cathay Pacific and Dragonair. Design/methodology/approach – The article is a case study of two successful mergers in the airline industry, one in the USA and one in Asia. Findings – M & As in the airline industry are loaded with difficulties. These include problems of brand identification, opposition from key stakeholders and the need of forming one coherent organisational culture. However, this does not mean that they are impossible. Two large-scale mergers have shown that successful mergers can occur in the industry. Originality/value – This article gives examples of two successful M & A deals from the aviation industry and shows the important factors to achieve this.
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Jensen, Johan Høy, Jens Peter Bonde, Esben Meulengracht Flachs, Janne Skakon, Naja Hulvej Rod, and Ichiro Kawachi. "Work-unit organisational changes and subsequent prescriptions for psychotropic medication: a longitudinal study among public healthcare employees." Occupational and Environmental Medicine 76, no. 3 (January 7, 2019): 143–50. http://dx.doi.org/10.1136/oemed-2018-105442.
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ObjectivesWe examined exposure to different types of organisational changes at work as risk factors for subsequent prescription for psychotropic medication among employees.MethodsThe study population included 15 038 public healthcare employees nested within 1284 work units in the Capital Region of Denmark. Multilevel mixed-effects parametric survival models were developed to examine time to prescription for psychotropic medications (anxiolytics/hypnotics/sedatives/antidepressants) during the 12-month interval following exposure to organisational changes relative to no change from January to December 2013. Data on work-unit level organisational changes (including mergers, split-ups, relocation, change in management, employee lay-offs and budget cuts) were collected from work-unit managers (59% response).ResultsAny organisational change versus no change was associated with a higher risk of psychotropic prescription (HR: 1.14, 95% CI: 1.02 to 1.26), especially change in management (HR: 1.23, 95% CI: 1.07 to 1.41). Splitting the 12-month follow-up period into two halves yielded particularly high rates of psychotropic prescription in the latter half of the follow-up, for example, any change (HR: 1.25, 95% CI: 1.11 to 1.41), change in management (HR: 1.42, 95% CI: 1.22 to 1.65), mergers (HR: 1.26, 95% CI: 1.06 to 1.50), employee lay-off (HR: 1.23, 95% CI: 1.03 to 1.46) and budget cuts (HR: 1.13, 95% CI: 1.00 to 1.41). The associations did not vary by sex.ConclusionsOrganisational changes in the workplace, especially change in management, may be associated with increased risk of psychotropic prescription among employees regardless of sex.
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Holten, Ann-Louise, Gregory Robert Hancock, and Anne Bøllingtoft. "Studying the importance of change leadership and change management in layoffs, mergers, and closures." Management Decision 58, no. 3 (November 26, 2019): 393–409. http://dx.doi.org/10.1108/md-03-2017-0278.
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Purpose The purpose of this paper is to investigate the importance of change leadership (informing, communicating, involving and supporting) and change management (reasons and competencies for change) for organisational change processes and their outcomes across public and private organisations. The study includes three specific change situations: first, layoffs; second, mergers; and third, closures, relocations and outsourcing, focusing on how change leadership and change management relate to employees’ experience of the change processes and their outcomes across these change situations. Design/methodology/approach The study is based on panel data forming a representative sample of the Danish working population. A total of 2,120 responses were collected, 1,000 from public organisations and 1,120 from private organisations. Structural equation modelling was used to test the hypotheses. Findings The study findings show that both change leadership and change management predict positive change experiences and change consequences – and that they do so similarly across public and private sectors. Despite this similarity, the study reveals important sectorial differences, with public sector employees reporting less positive change experiences and consequences. Originality/value The paper provides valuable knowledge for researchers and public and private leaders interested in the impact of change leadership and change management on change outcomes.
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Yang, Yanan, and Christoph Lütge. "Dynamic integration paths of emerging multinational enterprises in advanced markets." Review of International Business and Strategy 30, no. 1 (December 5, 2019): 1–23. http://dx.doi.org/10.1108/ribs-05-2019-0052.
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Purpose This paper aims to examine dynamic multi-stage post-merger integration (PMI) evolutions by Chinese multinational enterprises (CMNEs) in the German market and their potential influencing factors. Design/methodology/approach A data set was collected from 25 interviews with 21 respondents from six Chinese acquisition cases in Germany, and a comparative multi-case study and content analysis were applied. Findings The results reveal that Chinese acquirers take segmented linear integration path in Germany from nearly no integration to organisational integration and then to production integration. It contains three sub-paths: the P-O-O path (partnering–organisational optimisation–production optimisation), the P-P-P path (preservation–organisational preservation–production preservation) and the P-C-C path (preservation–organisational centralisation–production confusion). The initial nearly no integration condition is mainly impacted by asymmetric information and the targets’ strategic positions, whereas different organisational and production integration degrees in mid- and long-term stages are primarily influenced by Chinese acquirers' different dynamic capabilities. Moreover, Chinese acquirers' corporate ownership is not found to be a significant factor that influences CMNEs to take different integration strategies in different PMI stages. Research limitations/implications This paper contributes to broaden emerging multinational enterprises’ (EMNEs) PMI theory by adding dynamic perspective and provides suggestions for mergers and acquisitions (M&As) practitioners to identify integration options and avoid integration pitfalls in different integration stages. Originality/value Existing works identified that EMNEs prefer to partner with the targets in advanced markets, but lacked a dynamic perspective to disclose whether the partnering strategy would be adjusted or not over time. This study is the first to explore multi-stage integration changes and is one of the few studies that recognise the interaction of the integration strategy with the dynamic capability of the acquiring enterprises.
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Theron, Anthonie, and Nicole Marguerite Dodd. "Organisational commitment in the era of the new psychological contract." South African Journal of Economic and Management Sciences 14, no. 3 (August 25, 2011): 333–45. http://dx.doi.org/10.4102/sajems.v14i3.100.
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The aim of this study was to investigate organisational commitment in an organisation that had recently experienced organisational restructuring (a merger). The psychological contract that exists between employees and organisations is brittle due to many organisational changes that stem from organisational restructuring. When psychological contracts are breached, employees may experience reduced commitment to the organisation. The target population for this study consisted of all employees working at three recently-merged higher education institutions in the Nelson Mandela Metropolis (n=100) and a self-administered questionnaire was distributed amongst staff. The results indicated that an increase in the number of positive human resource management (HRM) practices reported by respondents correlated with a decrease in violation and breach of the psychological contract, despite organisational restructuring. It was further revealed that effective management of the psychological contract is crucial during organisational restructuring, in order to maintain the commitment and loyalty of employees.
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Arnolds, C. A., and C. Boshoff. "The management of the early stages of restructuring in a tertiary-education institution: An organisational commitment perspective." South African Journal of Business Management 35, no. 2 (June 30, 2004): 1–14. http://dx.doi.org/10.4102/sajbm.v35i2.652.
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Restructuring in business firms is often characterised by uncertainty, anxiety, low morale, tardy job performance and high levels of absenteeism and staff turnover. Restructuring has recently been extended to tertiary education, but its effects on the higher education environment have not been thoroughly investigated.This study investigates the impact of restructuring (mergers) on the organisational commitment, job performance and intent to resign of tertiary education staff, as well as the relationship between selected antecedents (commitment to top management and satisfaction with career factors, monetary remuneration, fringe benefits, relations with peers and growth needs) and organisational commitment.The results show that the respondents, during the early stages of restructuring, exhibit low levels of organisational commitment, commitment to top management and satisfaction with monetary remuneration, fringe benefits and career factors. They also report high levels of satisfaction with growth factors (opportunities for training and development), relations with peers and performance intentions, and low levels of intentions to resign.Multiple regression analyses reveal that organisational commitment is positively related to performance intentions and negatively related to intent to resign. The results also show that commitment to top management and satisfaction with fringe benefits, peer relations and career factors were positively related to organisational commitment. Neither satisfaction with monetary remuneration nor the satisfaction of growth needs was significantly related to organisational commitment. The managerial implications of these findings are discussed.
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Romero-Martínez, Ana M., and María Concepción García-Gómez. "The successful takeover of La Sexta by Antena 3: pre- and post-merger factors." Management Research: Journal of the Iberoamerican Academy of Management 15, no. 1 (April 10, 2017): 47–64. http://dx.doi.org/10.1108/mrjiam-03-2016-0660.
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Purpose The purpose of this paper is to investigate the merger arranged in the audiovisual sector between Antena 3 and La Sexta, and specifically the pre- and post-merger factors. This study adopts a comprehensive approach for the analysis of the reasons behind this strategic decision and the role that structural and human integration and the decision on the right momentum and integration speed played in the merger success. Design/methodology/approach A single case study research method is used. This qualitative methodology provides richer data to understand complex transactions such as mergers and acquisitions (M&As). According to the data triangulation technique, two research methods were used, in-depth interviews and archival secondary data, including confidential reports and archival trade press. Findings The merger involving Antena 3’s takeover of La Sexta in October 2012 has been seen as one of the most successful operations ever undertaken in Spain’s audiovisual industry. The main motivation was to increase the organisation’s size to make it more competitive in the market, thus reducing costs, generating synergies and improving performance. Structural and human integration has provided the backbone for this success, all at a time marked by the global financial crisis and its knock-on effect on the downturn in the advertising market. Another of the key factors of success was that the changes in the organisational systems and processes were designed and partially implemented before the incorporation of La Sexta. Practical implications This work has highlighted the need for proper planning and a suitable choice of timing in M&A operations. Management should pay special attention to the integration of human and productive resources to generate synergies on the road to success. Originality/value This paper’s main contribution is to highlight an example of a successful M&A in the audiovisual sector in Spain by adopting a holistic perspective. While there are scarce studies in this industry, previous research on this topic is mostly quantitative and, moreover, the rate of success in M&A is quite low.
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Wilkin, David, Chris Bojke, Anna Coleman, and Hugh Gravelle. "The Relationship between Size and Performance of Primary Care Organisations in England." Journal of Health Services Research & Policy 8, no. 1 (January 2003): 11–17. http://dx.doi.org/10.1177/135581960300800105.
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Objectives: To examine the relationship between the size and performance of primary care organisations, the effect of and the reasons for mergers. Methods: Data on size, proxy measures of performance and merger intentions for 71 organisations were extracted from telephone and mail surveys of primary care groups and trusts (PCG/Ts). Results: Of the 22 performance measures examined, only two were significantly associated with size, and over half were not associated with any of the potential explanatory variables. Most organisations (70%) were planning mergers. If all planned mergers take place, the mean size of primary care organisations will double to nearly 200 000. The main reasons for mergers were to make better use of resources and for PCGs to become PCTs. Conclusions: There is little evidence that the performance or efficiency of a primary care organisation is associated with its size. Optimal size may differ for different functions. Mergers are seen as a way of increasing management capacity and may reflect the desire of managers to manage large organisations. There is a risk that larger primary care organisations will recreate hierarchies and lose local ownership and participation.
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Wake, Mark, and William Green. "Relationship between employee engagement scores and service quality ratings: analysis of the National Health Service staff survey across 97 acute NHS Trusts in England and concurrent Care Quality Commission outcomes (2012–2016)." BMJ Open 9, no. 7 (July 2019): e026472. http://dx.doi.org/10.1136/bmjopen-2018-026472.
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ObjectiveThis research explores measures of employee engagement in the National Health Service (NHS) acute Trusts in England and examines the association between organisation-level engagement scores and quality ratings by the Care Quality Commission (CQC).DesignCross-sectional.Setting97 acute NHS Trusts in England.Participants97 NHS acute Trusts in England (2012–2016). Data include provider details, staff survey results and CQC reports. Hybrid Trusts or organisations affected by recent mergers are excluded.Outcome measuresAnalysis uses organisation-level employee engagement and CQC quality ratings.ResultsEmployee engagement is affected by organisational factors, including patient bed numbers (β=−0.46, p<0.05) and financial revenue (β=0.38, p<0.05). CQC ratings are predicted by overall employee engagement score (β=0.57, p<0.001) and financial deficit (β=−0.19, p<0.05). The most influential employee engagement dimension on provider ratings is ‘advocacy’ (λ=0.54, p<0.001). Analysis supports the notion that employee engagement can be predicted from advocacy scores alone (eigenvalue=4.03). Better still, combining advocacy scores from the previous year’s survey or adding in motivation scores is a highly reliable indication of overall employee engagement (95.4% of total variance).ConclusionsNHS acute Trusts with high employee engagement scores tend to have better CQC ratings. Trusts with a high financial deficit tend to have lower ratings. Employee engagement subdimensions have different associations with CQC ratings, the most influential dimension being advocacy score. A two subdimension model of engagement efficiently predicts overall employee engagement in NHS acute Trusts in England. Healthcare leaders should pay close attention to the proportion of employees who would recommend their organisation as a place to work or receive treatment, because this is a proxy for the level of engagement, and it predicts CQC ratings.
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Ronnie, Linda. "The Buyout at Tru-Foods For You." Emerald Emerging Markets Case Studies 9, no. 3 (November 7, 2019): 1–18. http://dx.doi.org/10.1108/eemcs-05-2019-0093.
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Learning outcomes Learning outcomes are as follows: to appreciate the people challenges imbedded in an acquisition; to assess and analyse the impact of an acquisition process; to propose appropriate strategies for managing an acquisition; to explore the advantages and disadvantages of mergers and acquisitions; to describe the main reasons for the failure of M&As. Case overview/synopsis Often mergers and acquisitions fail because of the inability to either manage or consider organisational and people management issues. It has also been acknowledged that during a process of extreme change or transition, such as a merger and acquisition (M&A), employees view the past as a time of safety and security with the future appearing as uncertain and confused. This teaching case study highlights these challenges and the change processes imbedded in an acquisition. The acquiring firm is Marshall Foods, a well-established branded continental distribution company with a strong emphasis on nutritional whole food products based in South Africa, and the target firm is Tru-Foods For You, a small Cape Town online company that sold natural and organic foods. The case study explores the challenges faced by the Tru-Foods For You owner and staff as a result of the acquisition process. The case describes the background to the acquisition, the processes during this phase and the resultant outcomes. Complexity academic level Business students who are studying at postgraduate or MBA level and executive short courses in strategy and change management. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.
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Stravinskienė, Inga. "Managing Employees’ Adaptation in Mergers: Theoretical Issues." Management of Organizations: Systematic Research 77, no. 1 (June 27, 2017): 137–52. http://dx.doi.org/10.1515/mosr-2017-0008.
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Abstract On the basis of scientific literature analysis, the article focuses on the conceptual framework of adaptation of employees and management of this adaptation in the merged organisations. The article reasons the aspect of change and transition in the post-merger context. The author discusses psychological and behavioural responses of organisation staff towards the post-merger and introduces transition phases of employees. There are also highlighted specific features of staff adaptation management in the merged organisations.
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Emdadul Haque, Muhammad. "Critical Success Factors (CSFs) in Mergers and Acquisitions (M&As)." International Journal of Business and Management 16, no. 10 (August 25, 2021): 55. http://dx.doi.org/10.5539/ijbm.v16n10p55.
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The major aim of this thesis is to elevate the understanding of the cross-cultural characteristics of Mergers and Acquisitions (M&As). It determines and contrasts Critical Success Factors (CSFs) focusing on comprehensive examples such Western Europe M&As by Chinese and Hong Kong (HK) firms plus Chinese and Hong Kong M&As by Western European firms. The research considers various crucial dimensions such as the cultural, leadership, organisational, process, strategic, and externalities according to the dynamic capabilities in M&As. For a better understanding of issues related to culture in this research, there were important theories inculcated in the research study from prominent academicians such as Hofstede, Adler, Trompenaars, Chen &Werle and, Kluckhohn & Strodberk for the critical analysis of the study. Categorised by the major enumerated aspects above, the research involves the success measure of closing the competency gap through the critical success factor (CSFs) and the M&As. There were two major questions of the research study concerning the success factors of M&As groups. The questions focused on the M&As Western Europe by Chinese and Hong Kong firms including the one in China and Hong Kong by Western European firms. There were simultaneously investigations of both the groups because of previous insufficient studies related to two M&A groups.
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De Bernardis, Luigi, and Luca Giustiniano. "Evolution of multiple organisational identities after an M&A event." Journal of Organizational Change Management 28, no. 3 (May 11, 2015): 333–55. http://dx.doi.org/10.1108/jocm-05-2014-0096.
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Purpose – The purpose of this paper is to examine the possible coexistence of single and multiple organizational identities (OIs) after mergers and acquisitions (M&A). In particular, it describes how the sensemaking process leads the acquired and acquiring companies to maintain multiple identities, even after the formal conclusion of the integration process. Design/methodology/approach – The paper presents a grounded study based on a single case study (M&A between a German chemical multinational and an Italian/Swiss pharmaceutical firm). Findings – While many previous studies suggest that the evolution of OI reduces ambiguity by providing multiple identities under a shared commonality, this paper shows that multiple identities might survive within the same “new entity.” Research limitations/implications – Despite being based on a single case, the paper argues that the choice of maintaining multiple identities may be even more appropriate than the tendency to converge toward one of the old ones or toward a new one. The “sense” that employees and managers give to the same “words,” as well as the “sense” that they make for them, mirrors the perception they have of the OI. Practical implications – The conclusions presented could help managers to facilitate sensemaking as a means of dealing with multiple OIs. Originality/value – Differently from the extant literature, the paper concludes by stating that striking a balance between single and multiple identities might provide the ideal platform for building a new identity based on plurality. When the two (or more) organizational contexts present some complementarities, the existence of multiple identities, and its inner ambiguity, is not a problem per se.
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Alharbi, Jaithen, Hamid Gelaidan, Abdullah Al-Swidi, and Abubakr Saeed. "Control mechanisms employed between headquarters and subsidiaries in Multinational Enterprises (MNEs)." Review of International Business and Strategy 26, no. 4 (November 7, 2016): 493–516. http://dx.doi.org/10.1108/ribs-03-2016-0018.
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Purpose This study aims to investigated the control mechanisms of headquarters exercised over their subsidiaries and is conducted with the help of primary data. Design/methodology/approach The headquarters–subsidiary model used in this study has four components of control in it: personal centralised control (PCC), bureaucratic formalised control (BFC), output control (OUT) and informal control (INFO). These controls (as an agency mechanism) provide a solid platform on which other mechanisms can be built. Using a data collected from 147 multinational enterprises (MNEs) operating in the Kingdom of Saudi Arabia, the influence of each of these factors on this selection is empirically tested with the help of primary data. Findings The study found that Anglo-Saxon countries heavily use impersonal types of control mechanisms, specifically bureaucratic formalised control and output control. Compared to the USA, the level of control in Oriental subsidiaries is less; or, put differently, the latter enjoy a greater degree of autonomy than US subsidiaries. The complementarities of these control mechanisms may be linked to earlier studies that show that successful organisations combine tight control with more open, informal and flexible information and communication exchanges. A focus that bends too much towards formal control or too much towards informal control may threaten a company’s existence. This research provides an empirical explanation on this premise. Research limitations/implications The methodology adopted for this study can be extended for similar studies in the Middle East or in Gulf Council Cooperation countries. Practical implications The study show that MNEs from different countries often have different dominant control mechanisms and organisational models. This is partly due to different industry distributions, but it is also related to cultural/societal differences between countries. These differences should be considered when searching for a partner in cross-national mergers and acquisitions. Failure to do so could hinder the successful operation of a merger that seems to be perfect from a financial and competitive point of view. Originality/value The study explored variations in the extent of control mechanisms, according to country of origin and organisational characteristics, in a challenging country of domicile. This empirical work not only replicates earlier studies, retesting propositions encountered in the existing literature, but also sheds new light on the challenges of doing business in the Gulf region, and the consequences of the large scale usage of expatriates.
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Olsen, Trude Høgvold, and Elsa Solstad. "Changes in the power balance of institutional logics: Middle managers’ responses." Journal of Management & Organization 26, no. 4 (December 26, 2017): 571–84. http://dx.doi.org/10.1017/jmo.2017.72.
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AbstractThe purpose of this paper is to explore how middle managers respond when an existing institutional logic is reinforced through radical organisational change. We analyse documents and interviews with middle managers in three public sector contexts (hospitals, upper secondary schools, municipal agencies) in which the power balance between the managerial and professional logics changed through mergers. Contrary to expectations from previous research, we found a variety of responses across contexts. Our data suggest that the middle managers chose whether to acknowledge available information about the managerial logic, and that they either accepted or rejected the new power balance between the logics. There were two different ways of accepting the new power balance: by showing loyalty or through resignation. Its rejection took the form of strategically adhering to the managerial logic as a novice, even though a middle manager was, or should have been, familiar with this logic.
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Anand, Ritu. "Corporate Governance: Role of HR." NHRD Network Journal 12, no. 4 (October 2019): 301–10. http://dx.doi.org/10.1177/2631454119873154.
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Corporate governance is one of the most important differentiators of business that is distilled from an organisation’s culture, its policies and ethics, especially of the people running the business, and the way it deals with various stakeholders. It represents the relationship among stakeholders that is used to determine and control the strategic direction and performance of organisations. This article establishes the role of corporate governance as an enabler and explores the scope—by protecting valuations of a company, determining industrial competitiveness or differentiating a good mergers and acquisitions deal from a bad one—rather than the barrier it has become today. The article emphasises the sustainability and effective implementation of governance practices through self-regulation and voluntary adoption of ethical code of business conduct, which will naturally ensure compliance with every statutory law and guideline. Considering that the workforce today is multigenerational in an age of hyper-globalisation, one of the key tasks is to garner respect, acceptability and adherence to code of conduct by each employee. It further elaborates on the relevant regulatory laws and rules framed by the government, which act as a broader framework for calibrating the company-level ethical compass. The role of human resources (HR) is to embed corporate governance in all aspects of the business. This article dwells on the fact that HR is responsible for not just formulating code of conduct and policies, but also getting them embedded in spirit within the DNA of every employee. It encompasses various organisational and strategic interventions such as employee communication, effective control systems structuring, corporate sustainability, senior management selection, development and succession planning, international presence, diversity and inclusion mindset, setting the culture, promoting a safe workplace, etc. With the Companies Act in 2013 paving the way for a shift in mindset from a regime of control to that of liberalisation and self-regulation—something that the corporates needed to compete globally—HR plays a crucial role of being the enablers of change and not just ‘personnel management’.
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Vosse, Bart Jeroen Franciscus, and Olayemi Abdullateef Aliyu. "Determinants of employee trust during organisational change in higher institutions." Journal of Organizational Change Management 31, no. 5 (August 13, 2018): 1105–18. http://dx.doi.org/10.1108/jocm-05-2017-0203.
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Purpose The researchers in this study aim to understand the impact of a recent merger between two high performing institutions, on employee trust and well-being. The purpose of this paper is to quantitatively test the relationships between communication initiatives, human resource management initiatives, and cultural congruence and their impact on employee trust during organisational change. Design/methodology/approach To empirically validate these hypothesised relationships, 139 employees of the organisation were surveyed; the data were analysed using structural equation modelling. Findings The results indicate that HR planning and successful communication by the organisation are vital if a merger is to achieve the gains envisioned at its inception. Research limitations/implications Future research may explore longitudinal study to establish time of how employee trust are affected from the early merger announcement stage, during the merger-related activities and most importantly the post-merger period. The researchers are of the opinion, that understanding the impacts of change and how employee trust is affected during change is vital. The scope of this study permitted only three independent variables, consideration should be given for further research to explore the influence other activities may have on trust such as policy, government restraint, governance and internationalisation. Practical implications These results further establish the need for educational and commercial organisations to focus on internal and external relationship management and on communication strategies that can affect employees before, during and after a merger. Social implications Understanding factors that will influence employee vulnerability is important for any organisation as it is possibly the first step to understanding what planning needs to take place to foster change and consider contingencies pre, during and post-merger related change. Considerable thought and planning should be given to the re building of culture and regaining of lost trust post-merger. Originality/value This is the first empirical research that quantitatively test the relationships between communication initiatives, human resource initiatives, cultural congruence and their impact on employee trust during organisational change in higher academic institution. This particular study has further add value to change management research, particularly from New Zealand perspective where there is little literature on the current Institute of Technology and Polytechnic sector merger.
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Dølvik, Jon Erik, and Jeremy Waddington. "Private sector services: challenges to European trade unions." Transfer: European Review of Labour and Research 8, no. 3 (August 2002): 356–76. http://dx.doi.org/10.1177/102425890200800304.
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This article maps the challenges faced by European trade unions arising from the growth and diversification of employment in private sector services, and analyses union responses to these challenges. Focusing on recruitment, internal interest intermediation, and articulation between the central and local tiers of union activity, it shows that many unions are making considerable efforts to renew their organisational structures and policies, so as to reverse the decline in membership and strengthen their workplace presence in private sector services. Approaches include union mergers, extension of collective bargaining into new areas, development of new styles of organising, digital unions, and creation of unions for particular groups. A critical issue is how to combine the differentiation and decentralisation of unions with coordination of union objectives: union renewal is a contested process, implying difficult choices as regards target groups and internal power relations. The article suggests that although the reforms have been insufficient to turn the tide thus far, the breadth of change cautions against precipitate judgements about the demise of unionism in private sector services.
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Valk, Reimara, and Sandra Hannon. "Engaged and energized in the Energy industry." Journal of Global Mobility: The Home of Expatriate Management Research 4, no. 3 (September 12, 2016): 345–79. http://dx.doi.org/10.1108/jgm-11-2015-0052.
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Purpose The purpose of this paper is to explore engagement of flexpatriates on rotational and regular field assignments in the energy industry, theoretically grounded in the “Four Fundamental Pillars of Engagement”. Design/methodology/approach In an exploratory case study within a global organisation in the energy industry, in a post-merger/acquisition integration stage, the authors interviewed 24 rotational and regular field assignees of seven different nationalities, residing at nine different global locations. Findings The results of the case study show that the following newly identified drivers within the “Four Fundamental Pillars of Engagement” are crucial for engagement of flexpatriate rotational and regular field assignees in the energy industry: information, communication and technology; training, learning and growth; support from colleagues and line managers (“capacity to engage”); job ownership/control; respect, recognition and appreciation (“reason to engage”); freedom to be creative and innovative; pride and promises; client satisfaction (“freedom to engage”); alignment between the organisation and the individual (“alignment to engage”), especially in a post-merger and acquisition (M&A) organisational context during a downturn in the oil and gas industry. Research limitations/implications The case study focused on rotational assignees from one particular organisation in the energy industry, which restricts the generalisability of the findings on engagement of rotational assignees to other organisations, industries and geographies. Practical implications Organisations in the energy industry that actively promote engagement of rotational assignees, especially during the post-M&A integration stage and economic turmoil, will strengthen their sustainable global competitive advantage. Originality/value The contribution of this paper is that it presents a refinement and expansion of the drivers of engagement within the “Four Fundamental Pillars of Engagement”, conceptualised in an international post-M&A organisational context during a downturn in the oil and gas industry.
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Shamsullah, Ardel. "Australia's private health insurance industry: structure, competition, regulation and role in a less than 'ideal world'." Australian Health Review 35, no. 1 (2011): 23. http://dx.doi.org/10.1071/ah10879.
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Australia’s private health insurance funds have been prominent participants in the nation’s health system for 60 years. Yet there is relatively little public awareness of the distinctive origins of the health funds, the uncharacteristic organisational nature of these commercial enterprises and the peculiarly regulated nature of their industry. The conventional corporate responsibility to shareholders was, until recently, completely irrelevant, and remains marginal to the sector. However, their purported answerability to contributors, styled as ‘members’, was always doubtful for most health funds. After a long period of remarkable stability in the sector, despite significant shifts in health funding policy, recent years have brought notable changes, with mergers, acquisitions and exits from the industry. The research is based on the detailed study of the private health funds, covering their history, organisational character and industry structure. It argues that the funds have always been divorced from the disciplines of the competitive market and generally have operated complacently within a system of comprehensive regulation and generous subsidy. The prospect of the private health funds enjoying an expanded role under a form of ‘social insurance’, as suggested by the National Health and Hospitals Reform Commission, is not supported. What is known about the topic? Government policies promoting private health insurance have long been the subject of public debate and have received considerable academic analysis. The health funds have a high profile in the media and with the public, reflecting the extent of private health insurance coverage. What does this paper add? There is relatively little awareness of the unique nature of the private health insurance industry. This paper highlights the distinctive organisational origins of the health funds, the recent changes to the structure of the sector which have complicated their corporate identities and the complex role they play in an extraordinarily regulated private health insurance industry. What are the implications for practitioners? Awareness of the nature of the sector should take us beyond perennial concerns about premium rises and the level of private health insurance coverage to better appreciate the diverse nature of the industry, the constraints under which the funds operate and the potential they may have to deliver ‘social insurance’.
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Townley, Anthony. "A pivotal interactional role to oversee contract negotiation activity: Insights into a key interdisciplinary legal-business practice." Discourse & Communication 13, no. 2 (January 16, 2019): 228–48. http://dx.doi.org/10.1177/1750481318817622.
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Based on ethnographic and linguistic analyses, this article describes the discourse-related practices and interactional role behaviours of an experienced lawyer who assumed a pivotal role in the negotiation of a Mergers-and-Acquisitions (M&A) type transaction vis-a-vis a number of other legal and financial professionals. Set in an international business context, all communication took place in English and for the most part via email. Complex discursive processes facilitated close interdisciplinary engagement and, more particularly, required that a single individual assume a key interactional role to oversee and advance the negotiation activities. This pivotal role entailed the strategic use of language and discourse to negotiate, account for, and justify the various stages of the negotiation. In addition to textual analyses of the negotiated contract and attendant emails, interviews were conducted with the principal lawyer and her senior partner in order to examine the textual findings grounded in the organisational context of a law firm and produce an ontology of this negotiation process. These research findings could be used to assist novice lawyers and business professionals to understand some of the discourse strategies and interactional roles that are often so critical for commercial contract negotiation activities.
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Lauser, Bärbel. "Post‐merger integration and change processes from a complexity perspective." Baltic Journal of Management 5, no. 1 (January 12, 2010): 6–27. http://dx.doi.org/10.1108/17465261011016531.
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PurposeThe purpose of this paper is to analyse change processes in the post‐merger integration (PMI) phase from a complexity theory perspective. Therefore, it looks at the merged organisation as a complex adaptive system (CAS).Design/methodology/approachPost‐merger situations borrowed from literature and a one‐day expert workshop with integration managers are related to the characteristics of CASs. During the workshop, data of the change process in different PMI phases are collected and the integration activities are analysed with a coded event history analysis.FindingsChange processes in the PMI phase are very complex and the newly merged organisations experience tension and non‐linear behaviour, but positive self‐organisation, a major property of CASs, cannot always emerge as the required prerequisites are sometimes not given.Research limitations/implicationsInsights of the workshop are limited to personal statements of the participants. In order to further investigate the PMI process under a complexity perspective, additional research in the form of longitudinal case studies including methods of storytelling and narratives should be considered.Practical implicationsLeaders and integration managers need a great repertoire of behaviours in order to both manage the challenging change processes by planning and controlling the integration activities and allow self‐organisation to emerge.Originality/valueThe paper offers a deeper understanding of the complex change processes in the PMI phase by using the metaphor of complexity theory and CASs.
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Ai, Qi, and Hui Tan. "Acquirers’ prior related knowledge and post-acquisition integration." Journal of Organizational Change Management 30, no. 4 (July 3, 2017): 647–62. http://dx.doi.org/10.1108/jocm-08-2015-0145.
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Purpose This paper examines the role of acquirers’ prior related knowledge in the post-acquisition integration process. The purpose of this paper is to identify what constitutes the key prior related knowledge that can contribute to the reverse knowledge transfer following Chinese firms’ outward mergers and acquisitions (M&As) to Europe, and explain how prior related knowledge affects such transfer of knowledge. Design/methodology/approach The authors employ a multiple case study approach. Semi-structured interviews were conducted from February 2012 to June 2013 with 24 managers. Findings The authors find that, in addition to knowledge about the target, prior international business experience, R&D capability, and industrial capabilities are key components of acquirers’ prior related knowledge that can contribute to the success of M&A integration and post-acquisition reverse knowledge transfer. Indeed, Chinese acquirers’ prior related knowledge can influence the reverse knowledge transfer from acquired firms to acquirers by directly improving acquirers’ absorptive capacity and building a harmonious organisational climate to facilitate such transfer. Originality/value This paper contributes to the absorptive capacity and the cross-border M&A literature. It extends the current knowledge on the key components of an acquirer’s prior related knowledge in the outward M&A by Chinese firms. It also uncovers how post-acquisition reverse knowledge transfer is affected by acquirers’ prior related knowledge.
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Aitken, Kim, and Kathryn von Treuer. "Organisational and leadership competencies for successful service integration." Leadership in Health Services 27, no. 2 (April 28, 2014): 150–80. http://dx.doi.org/10.1108/lhs-08-2012-0028.
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Purpose – The purpose of this paper is to describe a two-part study that has explored the organisational and leadership competencies required for successful service integration within a health consortia in Australia. Preliminary organisational and leadership competency frameworks were developed to serve as reference points as the consortia it expanded to cater for increased service demand in the midst of significant health reform. Design/methodology/approach – The study design is outlined, which involved literature reviews and semi-structured interviews with key stakeholders to ascertain the key determinants of successful service integration at both organisational and leadership levels. Findings – The literature reviews revealed little existing research specifically focused on the organisational and leadership competencies that underpin successful service integration. The themes from the literature reviews and semi-structured interviews informed the preliminary organisational and leadership competency frameworks. Both frameworks are outlined in the paper. Key determinants of successful service integration – at both an organisational and individual leadership level – are also presented. Research limitations/implications – This is a one-organisation case study and the competency frameworks presented are preliminary. However, the study findings provide a foundation for further research focusing on the longer-term success of service integration. Originality/value – Service integration in health is a new and emerging area, and there is little extant research exploring the organisational and leadership competencies underpinning its success. The competency frameworks presented in the paper may be of interest to other consortia and organisations engaged in service integration and other forms of merger and collaboration.
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Cerezo-Espinosa de los Monteros, Javier, Antonio Castro-Torres, Juan Gómez-Salgado, Javier Fagundo-Rivera, Carlos Gómez-Salgado, and Valle Coronado-Vázquez. "Administration of Strategic Agreements in Public Hospitals: Considerations to Enhance the Quality and Sustainability of Mergers and Acquisitions." International Journal of Environmental Research and Public Health 18, no. 8 (April 12, 2021): 4051. http://dx.doi.org/10.3390/ijerph18084051.
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Merger processes between hospitals have high benefit potential for patients, staff and managers. This integration of health centres can improve the quality and safety in patient care. Additionally, cooperative processes enhance the sustainability of the health system, by increasing team spirit, giving innovative ideas and improving staff satisfaction. In this article, the critical factors for successful hospital mergers and acquisitions in the Public Health System were considered to develop a brief guide to help with the organisation of a merger process. Five sections were designed: Strategic administration and objectives, Staff management, New hospital complex structure, Processes and Results. This guide facilitates the communication between a variety of stakeholders, thus improving the engagement between all members of the new healthcare system. This could be particularly important for countries with large regional variance in the organisation of health care and resources.
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Varkevisser, Marco, and Frederik T. Schut. "The impact of geographic market definition on the stringency of hospital merger control in Germany and the Netherlands." Health Economics, Policy and Law 7, no. 3 (February 21, 2012): 363–81. http://dx.doi.org/10.1017/s1744133112000011.
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AbstractIn markets where hospitals are expected to compete, preventive merger control aims to prohibit anticompetitive mergers. In the hospital industry, however, the standard method for defining the relevant market (SSNIP) is difficult to apply and alternative approaches have proven inaccurate. Experiences from the United States show that courts, by identifying overly broad geographic markets, have underestimated the anticompetitive effects of hospital mergers. We examine how geographic hospital markets are defined in Germany and the Netherlands where market-oriented reforms have created room for hospital competition. For each country, we discuss a landmark case where definition of the geographic market played a decisive role. Our findings indicate that defining geographic hospital markets in both countries is less complicated than in the United States, where antitrust analysis must take managed care organisations into account. We also find that different methods result in much more stringent hospital merger control in Germany than in the Netherlands. Given the uncertainties in defining hospital markets, the German competition authority seems to be inclined to avoid the risk of being too permissive; the opposite holds for the Dutch competition authority. We argue that for society the costs of being too permissive with regard to hospital mergers may be larger than the costs of being too stringent.
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Bresler, Nerine. "The challenge to reposition three divergent higher education institutions as a new comprehensive institution." South African Journal of Economic and Management Sciences 10, no. 2 (April 9, 2013): 195–206. http://dx.doi.org/10.4102/sajems.v10i2.579.
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This study was designed to assist three higher education institutions that were forced into a merger to develop an identity, based on the unknown. A new type of organisation needs to be constructed in a changing environment. The paper presents the results of a survey of 654 stakeholders who were asked to indicate whether they associate any of the institutions with a list of 19 statements.The results are presented in a perceptual map to facilitate decision making. It depicts the merger partners as very different. This was confirmed by what the respective names triggered in respondents’ minds. The findings suggest issues management needs to address during the post-merger procedural integration to create and communicate value, through combined synergies, and to avoid some of the possible negative consequences of mergers.
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Vaananen, A., K. Ahola, A. Koskinen, K. Pahkin, and A. Kouvonen. "Organisational merger and psychiatric morbidity: a prospective study in a changing work organisation." Journal of Epidemiology & Community Health 65, no. 8 (June 14, 2011): 682–87. http://dx.doi.org/10.1136/jech.2010.126482.
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Ahmad, Saleha, and Subrat Kumar Sundar Ray. "Mergers and the Psychology of the Acquiring: Is It that of Conquest?" NHRD Network Journal 13, no. 2 (April 2020): 141–51. http://dx.doi.org/10.1177/2631454120919831.
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This paper is an attempt to understand the psychology of the senior managers of a large acquiring bank in the recently announced merger of public sector banks in India through a case study. The data revealed that contrary to the conventional wisdom, which suggests that employees of the acquiring organisation are likely to have a sense of ‘conquest’ or ‘pride’, the senior managers, in this case, did not display any such feelings. Rather, they had concerns regarding the merger, which are discussed. A few had apprehensions and some showed confidence that the process will be a success. We conclude that each case of merger is impacted by its unique history, HR practices and cultural moorings and needs to be understood in its unique background. The interventions for successful mergers will therefore need to be designed with this uniqueness in mind.
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Alkaraan, Fadi. "Strategic investment decision-making practices in large manufacturing companies." Meditari Accountancy Research 28, no. 4 (March 23, 2020): 633–53. http://dx.doi.org/10.1108/medar-05-2019-0484.
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Purpose This paper aims to examine the adoption of conventional and emergent analysis techniques in Strategic Investment Decision-Making (SIDM) practices in large UK manufacturing companies. It aims to update the current knowledge on SIDM practices in large manufacturing companies. The research question underlying this study: Are recently developed analysis techniques (i.e. those that aim to integrate strategic and financial analyses) being used to evaluate strategic investment projects? Design/methodology/approach The research evidence underpinning this study was made up of primary and secondary data, quantitative and qualitative. Firstly, a survey consisting of a mailed formal standard questionnaire was conducted where each respondent is required to answer the same questions based on the same system of coded responses. Secondly, qualitative data was collected using the annual reports of selected companies. Disclosures were used as supplementary source of information using the explanatory notes and parenthetical disclosures accompanying companies’ financial reporting. Sources for these disclosures included management discussions, analyses of company strategy and risk and forward-looking reports regarding future performance and growth opportunities (such as mergers and acquisitions activities). Accordingly, companies’ disclosures were used in this study as an alternative method to semi-structured interviews to collect qualitative data. More recently, companies such as Rio Tinto have prepared strategic annual reports for 2017 against the UK Corporate Governance Code (version 2016). Findings The choice and use of financial analysis techniques and risk analysis techniques depend on the type of project being evaluated. Decision makers in large UK companies do not appear to use emergent analysis techniques widely. Pre-decision control mechanisms have significant influence on SIDM practices. This includes the changes of internal and external contextual factors, including organisational culture, organisational strategies, financial consideration, comprising formal approval governance mechanisms, regulatory and other compliance policies interact with companies’ internal control systems. Companies incorporate non-financial factors alongside quantitative analysis of strategic investments opportunities. Energy efficiency and carbon reduction are key imperatives of companies’ environmental management. These factors viewed by decision makers as significant factors relevant for compliance with legislation as well as maintaining companies’ legitimacy issues, sustainable business, experience with new technology and improved company image. Research limitations/implications High risk, ambiguity and complexity are key characteristics embedded in SIDM processes. Macroeconomic issues remain crucial factors in scanning and screening investment opportunities, as reported by this study. The early stage of SIDM processes requires modelling under macroeconomic scenarios and assumptions of both internal and external parameters. Key assumptions include: projections of economic growth; commodity prices and exchange rates, introduction of technological and productivity advancements; cost and supply parameters for major inputs. SIDM practices rooted on comprehensive knowledge and experience of the industry and markets to draw subjective judgements about the riskiness of prospective projects, but these are rarely formalized into their SIDM processes. Findings of this study, however, remain within the context of UK companies. This study has its own limitations due to its time, location, respondents and sample selection, the size and the sector of the selected companies and questions addressed. Findings of this study raise a call for future research to examine SIDM processes in different settings to explore the relative impact of various organisational control mechanisms on SIDM practices. Also, to examine the influence of contextual factors (such as national culture, political, legal and social factors) on organisational control mechanisms. SIDM practices and processes have received significant attention from researchers, yet there is a lack of evidence in the literature about how companies approach strategic decision-making regarding divestments of some of their strategic investments. This type of strategic decision-making is not less important than other types of SIDM practices. Practical implications SIDM practices reflect the art and science of steering and controlling organisational resources to achieve a desired strategy. To understand the factors that shape SIDM practices and align them to organisational strategy, more attention is required to the choice and design of pre-decision controls and to the important role of strategic management accounting tools over the more traditional financial analysis techniques that have formed the focus of much prior empirical research. Social implications Key environmental issues viewed by decision makers as significant factors relevant for compliance with legislation as well as maintaining companies’ legitimacy issues and company image. Originality/value Despite their perceived importance in this study, quantitative accounting controls may fail to connect with the kind of investment decision-making required to bring strategic success. Indeed, it has been widely noted that financial evaluation techniques are inadequate for assessing strategic investment proposals; they can only function as a guideline, as SIDM practices involve so many uncertainties, risks and judgements. A key insight from this study is that the achievement of integration between the firm’s strategic investment projects and the overall organizational strategy forms a critical pre-decision control on managerial behaviour at an early stage in SIDM practices. As many strategic investment decisions are one-off, non-repeatable decisions, the information needed to support their evaluation is likely to be similarly unique. Sound SIDM practices require the support of a large amount of varied information, a significant proportion of which is collected and analysed prior to potential capital investment projects being considered, such as information related to strategic goal setting, risk-adjusted hurdle rates and the design of appropriate organisational decision hierarchies.
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Keith, Dan, Emma Sanderson-Nash, and Alan Wager. "Suspicious minds: An examination of trust-building in party mergers." British Journal of Politics and International Relations 21, no. 4 (July 25, 2019): 746–62. http://dx.doi.org/10.1177/1369148119857595.
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Here, we examine the understudied merger of the Social Democratic Party and the Liberal Party. This systematic study of the process which created the Liberal Democrats in 1988 adds to our understanding of what was a rare but important event in British politics. We demonstrate that it deviated from theoretical accounts of such mergers that stress the need for trust at the elite level. We recognise that inter-party trust can instead develop across the three faces of party organisation. We contribute a new typology for understanding these processes, and argue that existing studies are right to highlight that trust between the party in public office is important but wrong to conclude that its absence precludes mergers from occurring. Instead, we find that a lack of trust between parties in public office restricts the degree of delegation and increases the level of monitoring and formalisation, which can have damaging effects on the parties that emerge.
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Studer, Pauline, and Mark Thomas. "M&As: four questions to ask before the proposal." Strategic Direction 32, no. 6 (June 13, 2016): 15–18. http://dx.doi.org/10.1108/sd-03-2016-0033.
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Purpose According to the Irish writer, Oscar Wilde, a second marriage is the “triumph of hope over experience”. Many mergers and acquisitions (M&As) could be cast in the same light. This paper aims to outline four crucial questions senior managers should ask before embarking on a merger or acquisition. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Repeated studies have found that more than 50 per cent of M&As destroy rather than create value. Companies wishing to embark upon a merger or acquisition should thus think carefully before signing and ensure that they have made an impartial and critical analysis of the price, financing of the deal, complementarity and the cultural differences between the two organisations. If senior managers did this systematically before popping the question, the business world would certainly see less heartbreak. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organisations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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Thompson, Paul, Terry Wallis, and Jorg Flecker. "The Urge to Merge: Organisational Change and the Merger and Acquisition Process in Europe." Management Research News 14, no. 10 (October 1991): 32. http://dx.doi.org/10.1108/eb028184.
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Petrilli, Christopher M., Elisabetta Mantengoli, Sanjay Saint, Karen E. Fowler, and Alessandro Bartoloni. "The effect of merging two infectious disease units on hand hygiene adherence in Italy." Journal of Infection Prevention 18, no. 3 (February 8, 2017): 144–47. http://dx.doi.org/10.1177/1757177416687830.
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Background: Healthcare-associated infections (HAIs) are common and harmful to patients. Effective hand hygiene can help prevent HAIs, however, suboptimal healthcare worker hand hygiene remains problematic across the globe. This study analyses the impact of organisational changes on hand hygiene. Methods: This observational study assessed hand hygiene by different professions before and after a merger of a recently combined infectious diseases (ID) unit coupled with a qualitative study about barriers to optimal hand hygiene. Direct observations were compared with previous data collected on both units before they merged. We also conducted focus groups with the doctors and nurses about hand hygiene. Results: After two ID units merged in 2013, we observed 681 provider–patient interactions. We compared these with a previous observation period in 2012. Hand hygiene adherence among nurses significantly declined after the merger (from 36% to 24%, P <0.001). However, adherence among doctors increased from 51% to 63% after the merger ( P = 0.004). Data from the focus groups revealed a gap between doctor and nurses perceptions of education and goal adherence rates. Conclusions: Our findings underscore the important role played by effective unit leaders to prevent infection. We found long-term sustainability of hand hygiene practices among doctors. However, adherence among nurses was substantially lower.
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Manocha, Pavan, and Jagjit Singh Srai. "Exploring Environmental Supply Chain Innovation in M&A." Sustainability 12, no. 23 (December 3, 2020): 10105. http://dx.doi.org/10.3390/su122310105.
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Organisations are challenged with executing innovation for sustainable development within the context of their operations and value networks—networks which are increasingly fuelled by mergers and acquisitions (M&As), and which accounted for USD 4 trillion in global deal value in 2019. While outcomes from M&As may produce mixed results, merger synergies fundamentally change the environmental, social and governance (ESG) footprint of an organisation and its product-supply chain. These compounding challenges of innovation for sustainability and ESG product-supply chain due diligence are not adequately explored in the operations management literature or practically considered during M&As. In this article, we consider those factors that determine “how innovative is the deal?” and explore how environmental supply chain innovation for sustainability might inform M&As. A case study approach is adopted, drawing upon an exemplar deal within the global food product-supply chain for ingredient production, where high M&A deal-interest and ESG sustainability considerations exist. The theoretical lens is the resource-based view (RBV) of the firm. A deal analysis framework, integrating key concepts from strategic environmental supply chain management and the M&A process literature, is defined. These findings suggest that product design and technology selection factors represent sources of M&A value creation when exploring an innovation for sustainability deal thesis. The implication for firms with ambitious environmental agendas or motives is that the M&A process needs to be reconfigured, such that product design and technology selection, currently secondary factors, are considered primary drivers. Together, these drivers form substantive strategic considerations and new merger motives of both theoretical and practical relevance, informing a new perspective of operations sustainability targeted M&A.