The Transition of Samsung Electronics through Its M&amp;A with Harman International

Kim, Jung hyun; Chun, Monica Young-Shin; Nhung, Duong Thi Hong; Lee, Jeonghwan

doi:10.3390/joitmc5030051

Cited by 7 publications

(23 citation statements)

References 18 publications

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“…Second, the intrapreneurship leading culture for open innovation dynamics is popular among closed-open innovation-based big businesses, such as Alibaba, Apple, or Google, as in Figure 4. In this type of culture for open innovation dynamics, firms set up diverse innovative mechanisms, such as the innovation lecture course in Alibaba, the 20% rule in Google, or the "Think Different" inner campaign in Apple, which are driven by existing big business for new intrapreneurship of the employees of existing firms [95]. This culture is needed to motivate the business model of big business sustainably, together with internal research and development (R&D) and open innovation dynamics.…”

Section: Intrapreneurship Leading Culture For Open Innovation Dynamicsmentioning

confidence: 99%

The Culture for Open Innovation Dynamics

et al. 2020

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Culture, in its various forms, has always been a critical driver of innovation. This paper focuses on generating some insights into the role of “culture for open innovation dynamics”. First, because the requirement to understand culture, which can control open innovation complexity, has been augmented, we want to answer the following research question in this study: How can we define or organize “culture for open innovation dynamics”, which can motivate open innovation dynamics, and control open innovation complexity? Second, we propose a concept model of culture for open innovation dynamics by reviewing the literature on the culture of firms in terms of their traits, organization, static innovation, and dynamic aspects regarding their innovation in entrepreneurship, and we validate said model through an indirect social experiment using the research results of 23 Special Issue papers. Third, the concept model of culture for open innovation dynamics is explained as the interaction between three different entrepreneurship dimensions: Entrepreneurship of novice entrepreneurs, intrapreneurship of employees of an existing firm, and organizational entrepreneurship by the firm itself. According to the balance of three sub-entrepreneurship types, culture for open innovation dynamics can have different aspects, namely, entrepreneurship leading culture for open innovation dynamics, intrapreneurship leading culture for open innovation dynamics, or organizational entrepreneurship leading culture for open innovation dynamics. This paper helps organizations and entrepreneurs to better understand the role that culture plays in boosting open innovation dynamics.

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Section: Intrapreneurship Leading Culture For Open Innovation Dynamicsmentioning

confidence: 99%

The Culture for Open Innovation Dynamics

et al. 2020

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“…Samsung Electronics Co., Ltd. is a global leader in smartphones and high-tech electronics manufacturing. Harman International is a US-based global enterprise specializing in vehicle infotainment, telematics, connected car features, and vehicle automation software (Kim et al 2019). Most acquisitions are carried out to acquire these target firm's capabilities; how was Samsun's acquisition of Harman International Industries in 2017 different?…”

Section: The Explorative Case Study: Samsung's Acquisition Of Harman International Industriesmentioning

confidence: 99%

Exploring the Link of Real Options Theory with Dynamic Capabilities Framework in Open Innovation-Type Merger and Acquisition Deals

Čirjevskis

2021

JRFM

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Although it is well established that acquisition-based dynamic capabilities have important consequences for merger and acquisition (M&A) processes, direct evidence on how real option applications can measure a dynamic capability-based synergy in open innovation-type M&A deals has been scarce. This study draws from seminal research on real options theory to explore some of these benefits and limits to value a synergy in one recent highly strategic acquisition. To strengthen the identification of causal effects, the paper develops the proposition that justifies the role of dynamic capabilities as antecedents of the success of open innovation-type M&A deals in the ICT industry and demonstrates real options’ application to measure M&A synergies. To test the internal and external validity of the proposition, the explorative case study on Samsung’s acquisition of Harman International Industries was analyzed and interpreted. This study contributes important empirical evidence to bear on the literature on open innovation theory, dynamic capabilities framework, and real options theory.

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“…Such a culture is generally associated with companies from the information technology sector, e.g., Google or Apple. These are becoming new players in the automotive market, as software-related issues, such as autonomous driving or connected cars, are becoming ever more important [76,77]. Electric vehicles are contributing to this transformation, too.…”

Section: Discussion: Outlook On the Open Innovation In The Automotivementioning

confidence: 99%

The Markets of Green Cars of Three Countries: Analysis Using Lotka–Volterra and Bertalanffy–Pütter Models

Ziegler

Brunner

Kühleitner

2020

Journal of Open Innovation: Technology, Market, and Complexity

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Did the diesel scandal of 2015 affect the market for cars? We consider this question in relation to Germany, Austria, and Switzerland. Starting with historical registration data of cars with different drivetrain technologies, we considered each technology in isolation and fitted a five-parameter Bertalanffy–Pütter (BP) growth model to the stocks of cars. We used this model as it generalizes several well-known three-parameter models, which are distinguished by their exponent pair, e.g., Brody model BP (0, 1), West model BP (0.75, 1), and logistic growth BP (1, 2). We then used these models to derive a Lotka–Volterra (LV) model for the co-evolution of the (annual) market shares of the different drivetrain technologies. We augmented this model by a consideration of model uncertainty and found that initially all technologies were in a state of competition, except for Austria, which changed in 2015 to a predator–prey situation with diesel as the sole prey. This analysis of model uncertainty compared the best-fitting growth curve with the growth trajectories of other likely (Akaike weight 5% or higher) models of BP type. We conclude with remarks about open innovation.

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The Transition of Samsung Electronics through Its M&A with Harman International

Cited by 7 publications

References 18 publications

The Culture for Open Innovation Dynamics

The Culture for Open Innovation Dynamics

Exploring the Link of Real Options Theory with Dynamic Capabilities Framework in Open Innovation-Type Merger and Acquisition Deals

The Markets of Green Cars of Three Countries: Analysis Using Lotka–Volterra and Bertalanffy–Pütter Models

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