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| 2. |
- Anderson, Helén, 1954-, et al.
(författare)
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The stake of customers and suppliers in mergers and acquisition
- 2016
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Konferensbidrag (refereegranskat)abstract
- No business day ends without news on a merger or an acquisition and most managers have experience of acquisitions and/or mergers. Mergers and acquisitions (M&A), that is, the acquisition of (the majority of) the shares in a target company or the legal unification of two organizations into one, are recurrent phenomena in business life (Cartwright and Schoenberg, 2006; Meglio and Risberg, 2010) appearing in waves (Martynova and Renneboog 2008; Shleifer and Vishny 1991). M&A not only result in changed shareholder value, but also in changed industry structures, reconsidered competitive landscapes, and form new key players in markets (Chandler, 1962; Cox, 2006; Finkelstein, 1997).Stakeholder research (e.g., Parmar, Freeman, Harrison, Wicks, Prnell and de Colle, 2010; Rowley, 1997) emphasizes the multi-actor, multi-interest perspective to strategic decisions. A value chain perspective on firms suggests customers and suppliers as important stakeholders of firms (e. g., Normann and Ramirez, 1993) and indicates that customers and suppliers may actually act vis-à-vis an M&A. But the picture of customers and suppliers as tradable assets or potential beneficiaries from the acquirer’s point of view seems to dominate. In this paper we particularly address the stake at stake for customers and suppliers in M&A. The following questions are asked: To what extent are customers and suppliers acknowledged in the M&A literature? How are customer and supplier stakes in M&A described?
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| 4. |
- Anderson, Helén, et al.
(författare)
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The Stake of Customers and Suppliers in Mergers and Acquisitions
- 2016
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Ingår i: SMS 36th Annual Conference.
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Konferensbidrag (refereegranskat)abstract
- For a firm, customers and suppliers are important stakeholders in their business activities, including such strategic activities as mergers and acquisitions. But how has this been depicted in previous research? In this paper we review articles on mergers and acquisitions to find out in what way customers and suppliers are recognized in the research on mergers and acquisitions. The paper is a review of 1,632 articles. The analysis proposes six categories: customers and suppliers in vertical integration; customers as an aggregated market; customers and suppliers as resources; customers (and suppliers) being affected by changed market conditions; the merger or acquisition following from or leading to power imbalances in relationships to customers/suppliers; and customers and suppliers as actors or reactors.
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- Bengtson, Anna, 1968-, et al.
(författare)
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Beyond Projet Closure : Why some business relationships recur in subsequent projects
- 2018
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Ingår i: Project Management Journal. - : SAGE Publications. - 8756-9728 .- 1938-9507. ; 49:2, s. 89-104
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Tidskriftsartikel (refereegranskat)abstract
- While a project design provides several managerial advantages within the project life cycle, there are numerous challenges regarding its long-term effects. The aim of this article is to increase our knowledge on the continuity aspect of the project form of organizing, and especially the recurrence of project-based business relationships in subsequent projects. Focusing on the role of network relationships in leveraging between projects, we investigate the reasons for relationship recurrence. Based on a longitudinal case study of three construction projects, our results show that in addition to terminated and dormant relationships after project closure there are recurring relationships, which, unlike the others, do not need reactivation.
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- Dahlin, Peter, 1981-, et al.
(författare)
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Including Customers and Suppliers in the Understanding of Mergers and Acquisitions
- 2015
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Konferensbidrag (refereegranskat)abstract
- Mergers and acquisitions (M&A) is a common foreign market entry mode. The M&A-literature is multi-disciplinary and the understanding of M&As is the result of many different perspectives, e.g. economics, finance, strategy and organizational management. Both internationalization and M&A are closely related to growth, and share many challenges.The Uppsala-model of internationalization showed how the business network is a key factor in the choices and process during internationalization. With M&As being important to internationalization, the M&A research should have a similar view of companies and markets. In this paper, we review articles on M&As to find out in what way customers and suppliers are recognized. To what extent are customers and suppliers included in the M&A literature? And how are their roles and stakes in M&As described?Based on an analysis of 1,632 articles, the study builds a categorization of six ways of including customers and suppliers in M&A literature. It is shown that customers and suppliers, when included in M&A literature, are predominantly treated as passive and reactive stakeholders. There seems to be a need for a clearer theoretical framework of the role customers and suppliers can have in M&As.
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Extending the Business Network Approach : New Territories, New Technologies, New Terms
- 2016
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Samlingsverk (redaktörskap) (refereegranskat)abstract
- Contributing pioneering new research, this innovative book proposes new ways and directions in which to extend the influential ‘business networks perspective’ approach to doing business. While previous research has focused upon relationships with customers and suppliers, the authors argue that there is a need to expand the outlook to include other stakeholders. Taking a stand in a broad management perspective, chapters relate contemporary issues within industrial and international marketing, product innovation, and information systems. Challenging existing views and proposing elaborate alternatives; this volume examines a range of examples that have inspired researchers to extend the business network. To provide further understanding, Extending the Business Network Approach relates current and new research to territories, technologies and terms to reveal novel insights, and to encourage further directions for research.
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