Conflicting Subcultures in Mergers and Acquisitions: a Longitudinal Study of Integrating a Radical Internet Firm into a Bureaucratic Telecoms Firm

Marrewijk, Alfons van

doi:10.1111/1467-8551.12135

Cited by 30 publications

(23 citation statements)

References 65 publications

(113 reference statements)

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“…This is one reason why early successes are important (Rouzies and Colman ). Still, a homogeneous identity is not a necessary outcome of an integration project, as pre‐integration identities might survive and interact with the intended new identity, leading to identity plurality within the integrated organization (Bernardis and Giustiniano ; van Marrewijk ).…”

Section: Resultsmentioning

confidence: 99%

The Challenge of Integration: A Review of the M&A Integration Literature

Steigenberger

2016

Int J Management Reviews

125

126

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The integration of acquired or merging firms is a key driver of the success or failure of mergers and acquisitions (M&As). Over the last 30 years, a substantial body of research has addressed M&A integration, offering rich but widely dispersed insights into this phenomenon. This paper takes stock of the current knowledge, based on a review of articles published in scholarly journals. The review advances the conceptual understanding of the phenomenon by inductively developing an overarching framework for the M&A integration literature, where integration success is a function of context, structural and communication‐based interventions, which interact with collective sensemaking processes and negotiations among integration stakeholders. Based on this framework, a research agenda is suggested. I proposes that, in particular, the interaction between structural interventions and leadership warrants further study. Also, little is known about integration project management and integration team composition or the interaction between integration context and collective sensemaking processes. Finally, there is a shortage of research on temporal dynamics within integration projects. The review demonstrates that M&A scholars made substantial progress regarding our understanding of the M&A integration process, yet much remains to be done.

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Section: Resultsmentioning

confidence: 99%

The Challenge of Integration: A Review of the M&A Integration Literature

Steigenberger

2016

Int J Management Reviews

125

126

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“…Whether the polyarchic form can retain its creativity within a much larger organizational host will be a moot point. Research in related areas suggests their diminution when innovation and creativity lodged in polyarchic relations are incorporated into larger bureaucratic hosts (Van Marrewijk, 2016).…”

Section: Discussionmentioning

confidence: 99%

Exploring creativity and innovation in broadcasting

Clegg

Burdon

2019

Human Relations

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We consider the emergence of design innovations in process, emerging around the form of polyarchy. This is done by using a case study of innovation conducted by a production organization’s project that was embedded in and hosted by a bureaucratic public institution, the Australian Broadcasting Corporation (ABC). The research reported here was part of a larger project comparing the BBC and ABC’s use of different modes of organization. It focused mainly on the organization designed to deliver a six-part television series, The Code. The innovative process of Scribe, the organization in question, in producing the story is a good example of idea work being instituted in a polyarchic design process. Scribe represents a new organizational design characterized by a polyarchic structure, which is soft and decentralized, with strict and relatively insuperable social and symbolic boundaries. This results in a project-based organization to coordinate collective innovation that is curated by making the writer also the creative director or showrunner. The research contributes further to exploring organizational idea work, through prioritizing creativity and innovation by an explicit positioning of a product and collaborative generative idea work.

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“…The overall pattern of connections between employees of the combined firms, the kind of personal relationship people develop with each other and shared interpretations and systems of meaning among parties are influenced by cultural differences and how they in turn impact M&A outcomes. Employees recreate and re-form a culture or subculture by mixing elements of their existing cultural frameworks with other elements required to adapt to the M&A process [Hajro, 2014;Van Marrewijk, 2016].…”

Section: Intercultural Aspectsmentioning

confidence: 99%