| 1. |
- Lerpold, Lin, et al.
(författare)
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Making Sense of Changing Hats : A study of the Nigeria, Vietnam, and Azerbaijan/Kazakhstan projects within the Norwegian Statoil and British BP strategic alliance
- 2016
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Ingår i: Africa Journal of Management. - : Informa UK Limited. - 2332-2373 .- 2332-2381. ; 2:2, s. 188-209
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Tidskriftsartikel (refereegranskat)abstract
- To explore group-based identities and collective sensemaking in the context of a cross-border alliance, a qualitative exploratory study was initiated. The emphasis was on interpretation of issues, within and around an inter-firm partnership and the alliance process, perceived by those involved as important. The BP and Statoil strategic alliance, formed to carry out joint oil and gas exploration and development in Nigeria, Vietnam and Azerbaijan/Kazakhstan, provided 52 interviews with staff from both partner headquarters and team members from the three projects. By studying an alliance process from multiple perspectives, it was possible to identify differences in sensemaking across different groups of employees. The organizational level (the alliance business unit level and the alliance team level) proved to be a more important for shared sensemaking of the alliance process, than group identities such as nationalities, companies or locations. The alliance business unit level had been tasked with strategically developing and shaping the alliance, while the alliance teams had the operational responsibility for the project. The main theoretical implication is the primacy of the project team-based identity to sensemaking regarding critical issues, emphasizing the importance of developing an alliance “supra-identity”. Implications for inter-firm partnerships in Africa and Asia are also addressed.
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| 2. |
- Zander, Lena, et al.
(författare)
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Managing international alliance and acquisition integration.
- 2003
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Ingår i: International Management: Theories and Practices. - : FT-Prentice Hall. - 0 273 65127 7 ; , s. 132-155
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- In this chapter, we look at management of the integration process in international alliances and acquisitions. Alliances and acquisitions are not the same organisational phenomena since alliance partners are separated by legal boundaries whilst acquisitions result in a single legal entity. However, the integration and cultural challenges are driven by similar logic and involve many common issues. In the beginning of this chapter, historical perspectives on and definitions of alliance and acquisition activity are introduced as a background. This will be followed by motives and strategic intent of alliances and acquisitions, along with typical reasons for success and failure presented as a context for the integration and cultural issues associated with these forms of organisations. The alliance and acquisition integration issues will be discussed more in-depth before concluding the chapter with cultural challenges facing alliance and acquisition management.
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