The Technical Ventures Operation

BenDaniel, David J.

doi:10.1007/978-94-010-1920-0_39

Cited by 4 publications

(9 citation statements)

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“…Failures in communication and information management for members, employees and managing directors were the third problem highlighted, with 44% of respondents giving this factor a rating of 4 or 5. Again, these results match the findings of researchers such as BenDaniel and Rosenbloom [40] as well as Denisi and Shin in Stahl and Mendenhall [45], who advocate open, clear communication as a decisive factor in increasing a merger's chances of success.…”

Section: Descriptive Analysis Of the Resultssupporting

confidence: 84%

“…Commitment to the process, professional competence and resistance to change are undisputed determinants of merger outcomes. Regardless of the way in which the merger has been conducted, the chances of success are greatly diminished if human resources are not involved and committed to it as the engagement and motivation of the team are essential success factors [35,[40][41][42].…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Furthermore, communication can lessen stress levels among employees and thus increase the chances of a successful merger [45]. Anticipating changes and problems is pivotal so that they can be controlled or forestalled [40].…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…A further factor for success in the view of BenDaniel and Rosenbloom [40] and Rodríguez-Sánchez et al [46] is the existence of a merger team that handles the process. Setting up this type of a team builds confidence in the company's commitment to the process while providing assurance of the utmost thoroughness and professionalism, an assessment which spreads across different strata of the company and engenders feedback.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Buono et al note that each organisation has a unique, individual corporate culture and that unexpected problems and conflicts often arise when two or more corporate cultures meet [55]. The prevailing view is that the greater the differences between them, the greater the conflicts and problems for the resulting company [40]. Hence, scholars such as Budden et al recommend that these processes should take place between companies in the same industry, thereby leveraging any strategic similarities between them [36].…”

Section: Theoretical Frameworkmentioning

confidence: 99%

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Why Do Agricultural Cooperative Mergers Not Cross the Finishing Line?

et al. 2021

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Mergers have played a relevant role in the business development of many agri-food cooperatives and have led to the consolidation of large cooperative groups which are leaders in their respective business sectors. However, many of the merger processes undertaken fail: some are aborted at the negotiation stage, and others are not approved by members. These failures entail financial and social costs due to frustrated expectations and the time invested in the negotiation process. The objective of this paper is to establish the economic, socio-cultural, organisational and process management factors that underlie this outcome. A survey was conducted among the directors and administrators of a sample of Spanish agri-food cooperatives that had participated in merger processes which were aborted at the negotiation stage or were not approved by their members. Factor and discriminant analyses established the aspects which had the greatest impact on the failure of the merger processes. Far from being economic factors, these analyses reveal that defensive localisms, a lack of commitment to the merger on the part of members and directors, and communication failures were more significant.

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Section: Descriptive Analysis Of the Resultssupporting

confidence: 84%