Reaching organizational ambidexterity in the merger process: a temporal switching
| Autor: | Anne-Sophie Thelisson, Audrey Missonier, Gilles Guieu |
|---|---|
| Přispěvatelé: | Centre de Recherche sur le Transport et la Logistique (CRET-LOG), Aix Marseille Université (AMU), Montpellier Research in Management (MRM), Université Montpellier 1 (UM1)-Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School-Université Paul-Valéry - Montpellier 3 (UPVM)-Université de Montpellier (UM)-Université Montpellier 2 - Sciences et Techniques (UM2)-Université de Perpignan Via Domitia (UPVD), Université Paul-Valéry - Montpellier 3 (UPVM)-Université de Perpignan Via Domitia (UPVD)-Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School-Université de Montpellier (UM), Université Montpellier 1 (UM1)-Université Paul-Valéry - Montpellier 3 (UM3)-Université Montpellier 2 - Sciences et Techniques (UM2)-Université de Perpignan Via Domitia (UPVD)-Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School-Université de Montpellier (UM) |
| Jazyk: | angličtina |
| Rok vydání: | 2019 |
| Předmět: |
Knowledge management
business.industry media_common.quotation_subject 05 social sciences Control (management) Participant observation Management Science and Operations Research 16. Peace & justice General Business Management and Accounting Documentation Merger process 0502 economics and business [SHS.GESTION]Humanities and Social Sciences/Business administration 050211 marketing Parent company Business Element (criminal law) 050203 business & management Autonomy ComputingMilieux_MISCELLANEOUS Ambidexterity media_common |
| Zdroj: | Management Decision Management Decision, Emerald, 2019, 58 (5), ⟨10.1108/MD-10-2017-0947⟩ Management Decision, Emerald, 2019 |
| ISSN: | 0025-1747 |
| DOI: | 10.1108/MD-10-2017-0947⟩ |
| Popis: | 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. |
| Databáze: | OpenAIRE |
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