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Improving the M&A success rate: identity may be the key
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| Zeitschriftentitel: | Journal of Business Strategy |
|---|---|
| Personen und Körperschaften: | , , |
| In: | Journal of Business Strategy, 41, 2020, 1, S. 50-57 |
| Format: | E-Article |
| Sprache: | Englisch |
| veröffentlicht: |
Emerald
|
| Schlagwörter: |
| author_facet |
Joshi, Mahendra Sanchez, Carol Mudde, Paul Joshi, Mahendra Sanchez, Carol Mudde, Paul |
|---|---|
| author |
Joshi, Mahendra Sanchez, Carol Mudde, Paul |
| spellingShingle |
Joshi, Mahendra Sanchez, Carol Mudde, Paul Journal of Business Strategy Improving the M&A success rate: identity may be the key Strategy and Management Management Information Systems |
| author_sort |
joshi, mahendra |
| spelling |
Joshi, Mahendra Sanchez, Carol Mudde, Paul 0275-6668 Emerald Strategy and Management Management Information Systems http://dx.doi.org/10.1108/jbs-08-2017-0115 <jats:sec> <jats:title content-type="abstract-subheading">Purpose</jats:title> <jats:p>The purpose of this paper is to build a model of mergers and acquisitions (M&A) performance drawing from the concept of organizational identity theory. The paper proposes that successful performance of an M&A is dependent upon two things, namely, the alignment of the organizational identities of the two merging firms and the method used to integrate them.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title> <jats:p>This is a conceptual paper based on current research and uses multiple real-world examples of M&A to elaborate the proposed model and highlight scholarly and practical implications.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Findings</jats:title> <jats:p>The paper explains that the similarity of the identities of the merging organizations has a significant impact on the performance of the combined entity. Furthermore, the integration method used by the merged firms influences the success of the merged entity. The use of an identity approach helps unravel new variables impacting M&A performance.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Research limitations/implications</jats:title> <jats:p>A limitation of the paper is that it does not address how, over time, identity management can overcome the resistance of two merging entities. In addition to testing the proposed relationships, further research can explore these identity dynamics in unraveling an M&A performance.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Practical implications</jats:title> <jats:p>This paper highlights the importance of evaluating identity as an element of an M&A due diligence. Practitioners should be aware of the dangers of signaling one identity integration strategy but using contradictory actions in implementation.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Social implications</jats:title> <jats:p>Given the importance of identity in a variety of organizational outcomes, the paper is timely in integrating the organizational identity (OI) concepts in understanding M&A performance issues.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Originality/value</jats:title> <jats:p>Given the importance of identity in a variety of organizational outcomes, the paper is timely in integrating the OI concepts in understanding M&A performance issues.</jats:p> </jats:sec> Improving the M&A success rate: identity may be the key Journal of Business Strategy |
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10.1108/jbs-08-2017-0115 |
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Emerald, 2020 |
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Journal of Business Strategy |
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| title |
Improving the M&A success rate: identity may be the key |
| title_unstemmed |
Improving the M&A success rate: identity may be the key |
| title_full |
Improving the M&A success rate: identity may be the key |
| title_fullStr |
Improving the M&A success rate: identity may be the key |
| title_full_unstemmed |
Improving the M&A success rate: identity may be the key |
| title_short |
Improving the M&A success rate: identity may be the key |
| title_sort |
improving the m&a success rate: identity may be the key |
| topic |
Strategy and Management Management Information Systems |
| url |
http://dx.doi.org/10.1108/jbs-08-2017-0115 |
| publishDate |
2020 |
| physical |
50-57 |
| description |
<jats:sec>
<jats:title content-type="abstract-subheading">Purpose</jats:title>
<jats:p>The purpose of this paper is to build a model of mergers and acquisitions (M&A) performance drawing from the concept of organizational identity theory. The paper proposes that successful performance of an M&A is dependent upon two things, namely, the alignment of the organizational identities of the two merging firms and the method used to integrate them.</jats:p>
</jats:sec>
<jats:sec>
<jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title>
<jats:p>This is a conceptual paper based on current research and uses multiple real-world examples of M&A to elaborate the proposed model and highlight scholarly and practical implications.</jats:p>
</jats:sec>
<jats:sec>
<jats:title content-type="abstract-subheading">Findings</jats:title>
<jats:p>The paper explains that the similarity of the identities of the merging organizations has a significant impact on the performance of the combined entity. Furthermore, the integration method used by the merged firms influences the success of the merged entity. The use of an identity approach helps unravel new variables impacting M&A performance.</jats:p>
</jats:sec>
<jats:sec>
<jats:title content-type="abstract-subheading">Research limitations/implications</jats:title>
<jats:p>A limitation of the paper is that it does not address how, over time, identity management can overcome the resistance of two merging entities. In addition to testing the proposed relationships, further research can explore these identity dynamics in unraveling an M&A performance.</jats:p>
</jats:sec>
<jats:sec>
<jats:title content-type="abstract-subheading">Practical implications</jats:title>
<jats:p>This paper highlights the importance of evaluating identity as an element of an M&A due diligence. Practitioners should be aware of the dangers of signaling one identity integration strategy but using contradictory actions in implementation.</jats:p>
</jats:sec>
<jats:sec>
<jats:title content-type="abstract-subheading">Social implications</jats:title>
<jats:p>Given the importance of identity in a variety of organizational outcomes, the paper is timely in integrating the organizational identity (OI) concepts in understanding M&A performance issues.</jats:p>
</jats:sec>
<jats:sec>
<jats:title content-type="abstract-subheading">Originality/value</jats:title>
<jats:p>Given the importance of identity in a variety of organizational outcomes, the paper is timely in integrating the OI concepts in understanding M&A performance issues.</jats:p>
</jats:sec> |
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| description | <jats:sec> <jats:title content-type="abstract-subheading">Purpose</jats:title> <jats:p>The purpose of this paper is to build a model of mergers and acquisitions (M&A) performance drawing from the concept of organizational identity theory. The paper proposes that successful performance of an M&A is dependent upon two things, namely, the alignment of the organizational identities of the two merging firms and the method used to integrate them.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title> <jats:p>This is a conceptual paper based on current research and uses multiple real-world examples of M&A to elaborate the proposed model and highlight scholarly and practical implications.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Findings</jats:title> <jats:p>The paper explains that the similarity of the identities of the merging organizations has a significant impact on the performance of the combined entity. Furthermore, the integration method used by the merged firms influences the success of the merged entity. The use of an identity approach helps unravel new variables impacting M&A performance.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Research limitations/implications</jats:title> <jats:p>A limitation of the paper is that it does not address how, over time, identity management can overcome the resistance of two merging entities. In addition to testing the proposed relationships, further research can explore these identity dynamics in unraveling an M&A performance.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Practical implications</jats:title> <jats:p>This paper highlights the importance of evaluating identity as an element of an M&A due diligence. Practitioners should be aware of the dangers of signaling one identity integration strategy but using contradictory actions in implementation.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Social implications</jats:title> <jats:p>Given the importance of identity in a variety of organizational outcomes, the paper is timely in integrating the organizational identity (OI) concepts in understanding M&A performance issues.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Originality/value</jats:title> <jats:p>Given the importance of identity in a variety of organizational outcomes, the paper is timely in integrating the OI concepts in understanding M&A performance issues.</jats:p> </jats:sec> |
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| spelling | Joshi, Mahendra Sanchez, Carol Mudde, Paul 0275-6668 Emerald Strategy and Management Management Information Systems http://dx.doi.org/10.1108/jbs-08-2017-0115 <jats:sec> <jats:title content-type="abstract-subheading">Purpose</jats:title> <jats:p>The purpose of this paper is to build a model of mergers and acquisitions (M&A) performance drawing from the concept of organizational identity theory. The paper proposes that successful performance of an M&A is dependent upon two things, namely, the alignment of the organizational identities of the two merging firms and the method used to integrate them.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title> <jats:p>This is a conceptual paper based on current research and uses multiple real-world examples of M&A to elaborate the proposed model and highlight scholarly and practical implications.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Findings</jats:title> <jats:p>The paper explains that the similarity of the identities of the merging organizations has a significant impact on the performance of the combined entity. Furthermore, the integration method used by the merged firms influences the success of the merged entity. The use of an identity approach helps unravel new variables impacting M&A performance.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Research limitations/implications</jats:title> <jats:p>A limitation of the paper is that it does not address how, over time, identity management can overcome the resistance of two merging entities. In addition to testing the proposed relationships, further research can explore these identity dynamics in unraveling an M&A performance.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Practical implications</jats:title> <jats:p>This paper highlights the importance of evaluating identity as an element of an M&A due diligence. Practitioners should be aware of the dangers of signaling one identity integration strategy but using contradictory actions in implementation.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Social implications</jats:title> <jats:p>Given the importance of identity in a variety of organizational outcomes, the paper is timely in integrating the organizational identity (OI) concepts in understanding M&A performance issues.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Originality/value</jats:title> <jats:p>Given the importance of identity in a variety of organizational outcomes, the paper is timely in integrating the OI concepts in understanding M&A performance issues.</jats:p> </jats:sec> Improving the M&A success rate: identity may be the key Journal of Business Strategy |
| spellingShingle | Joshi, Mahendra, Sanchez, Carol, Mudde, Paul, Journal of Business Strategy, Improving the M&A success rate: identity may be the key, Strategy and Management, Management Information Systems |
| title | Improving the M&A success rate: identity may be the key |
| title_full | Improving the M&A success rate: identity may be the key |
| title_fullStr | Improving the M&A success rate: identity may be the key |
| title_full_unstemmed | Improving the M&A success rate: identity may be the key |
| title_short | Improving the M&A success rate: identity may be the key |
| title_sort | improving the m&a success rate: identity may be the key |
| title_unstemmed | Improving the M&A success rate: identity may be the key |
| topic | Strategy and Management, Management Information Systems |
| url | http://dx.doi.org/10.1108/jbs-08-2017-0115 |