Reaching organizational ambidexterity in the merger process: a temporal switching

Abstract

Purpose The purpose of this paper is to explore how a company reaches organizational ambidexterity during a merger process. Organizational ambidexterity refers to the proactive adaptations of an organization to simultaneously explore and exploit. Design/methodology/approach The paper presents a longitudinal case study of a public-private merger of two listed French companies. The data were collected from participant observation, interviews and archival documentation over two years. Findings The balance between autonomy and control by the parent companies evolves during the post-merger integration. The findings reveal that there was no concordance between the oscillations between autonomy and control on the part of the parent companies and the new organization’s exploration/exploitation strategies. However, the progressive evolution of control and autonomy from the parent companies engendered organizational ambidexterity during the third phase integration. Practical implications The study adds insight into how organizations can develop ways to manage organizational ambidexterity dynamics by employing temporal mechanisms, referring to an organization’s shifting sequentially between exploration and exploitation. The case highlights how temporal switching between exploration and exploitation occurs to ultimately enable ambidexterity. Originality/value Although organizational ambidexterity is recognized as a key element for post-merger integration, how it is achieved over the course of the merger process has received little attention. The study highlights that in the case of public-private mergers, the parent companies influence exploration and/or exploitation strategies. The paper adds insights on whether exploration and exploitation can be differentiated over time and whether exploration and exploitation can be reconciled at the same time.

How do firms upgrade innovation capabilities through the coevolution of post-merger integration and network reconstruction? A multiple-case study of Chinese companies

“…However, recent studies have indicated that integration is essentially a multi-stage dynamic process (Graebner et al. , 2017; Thelisson et al. , 2019; Quah and Young, 2005).…”

“…Static insights on the PMI have been very common. However, recent studies have indicated that integration is essentially a multi-stage dynamic process (Graebner et al, 2017;Thelisson et al, 2019;Quah and Young, 2005). In a seminal work that emphasizes the process aspect of integration, Haspeslagh and Jemison (1991) have identified four integration approaches: holding, preservation, absorption and symbiosis.…”

From play to pay: a multifunctional approach to the role of culture in post-merger integration

“…Symbiosis is advised when both acquirer–acquired interdependence and the acquired organization's autonomy are high. However, in practice, keeping the balance between control and autonomy or freedom is precarious or paradoxical task (Thelission et al. , 2019; Tabesh and Vera, 2020).…”

“…Azambuja and Islam, 2019;Bartels et al, 2006;Dackert et al, 2003;Edwards et al, 2017;Giessner, 2011; Pina e Cunha et al, 2019;Stahl et al, 2011;Stahl and Voigt, 2008;van den Steen, 2010;van Marrewijk, 2016;Veiga et al, 2000), and the more or less successful strategies of coping with the differences (e.g. Edwards and Edwards, 2015;Larsson and Lubatkin, 2001;van Dick et al, 2006;Thelisson et al, 2019).…”

“…Edwards and Edwards, 2015; Larsson and Lubatkin, 2001; van Dick et al. , 2006; Thelisson et al. , 2019).…”