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Anderson, Helén
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Publications (10 of 85) Show all publications
Anderson, H., Havila, V. & Nilsson, F. (2013). A Stakeholder Approach to Mergers and Acquisitions. In: Anderson, Helén, Havila, Virpi and Nilsson, Fredrik (Ed.), Mergers and Acquisitions: The Critical Role of Stakeholders (pp. 1-14). New York: Routledge
Open this publication in new window or tab >>A Stakeholder Approach to Mergers and Acquisitions
2013 (English)In: Mergers and Acquisitions: The Critical Role of Stakeholders / [ed] Anderson, Helén, Havila, Virpi and Nilsson, Fredrik, New York: Routledge, 2013, p. 1-14Chapter in book (Refereed)
Place, publisher, year, edition, pages
New York: Routledge, 2013
Series
Routledge advances in management and business studies ; 52
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-20165 (URN)978-0-415-53652-3 (ISBN)
Available from: 2012-12-31 Created: 2012-12-31 Last updated: 2015-09-01Bibliographically approved
Sasinovskaya, O. & Anderson, H. (2013). Customer involvement through online communities. In: Angela Lin, Jonathan Foster and Paul Scifleet (Ed.), Consumer Information Systems and Relationship Management: Design, Implementation and Use (pp. 92-109). Hershey, Pa.: IGI Global
Open this publication in new window or tab >>Customer involvement through online communities
2013 (English)In: Consumer Information Systems and Relationship Management: Design, Implementation and Use / [ed] Angela Lin, Jonathan Foster and Paul Scifleet, Hershey, Pa.: IGI Global , 2013, p. 92-109Chapter in book (Other academic)
Abstract [en]

Development of new online collaborative technologies provides businesses with new opportunities to interact with customers and get them involved more actively in product or service development processes. Different types of online communities provide access to global customers: their ideas and opinions. This chapter presents a review of three types of online communities which might be valuable for businesses, namely marketing activities and new product development. Online communities can assist companies in benefitting from the “wisdom of crowds”, creating customer-oriented image, boosting product portfolio with new ideas and handling negative online publicity. While some types of communities are more effective for solving sharply defined tasks, others can help with creative views due to members’ ability to think “outside of the box”.

Place, publisher, year, edition, pages
Hershey, Pa.: IGI Global, 2013
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-13491 (URN)10.4018/978-1-4666-4082-5.ch006 (DOI)2-s2.0-84944214440 (Scopus ID)9781466640825 (ISBN)9781466640832 (ISBN)
Available from: 2010-10-14 Created: 2010-10-14 Last updated: 2016-02-02Bibliographically approved
Anderson, H., Havila, V. & Nilsson, F. (Eds.). (2013). Mergers and Acquisitions: The Critical Role of Stakeholders. New York: Routledge
Open this publication in new window or tab >>Mergers and Acquisitions: The Critical Role of Stakeholders
2013 (English)Collection (editor) (Refereed)
Place, publisher, year, edition, pages
New York: Routledge, 2013. p. 289
Series
Routledge Advances in Management and Business Studies ; 52
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-20164 (URN)978-0-415-53652-3 (ISBN)
Available from: 2012-12-31 Created: 2012-12-31 Last updated: 2013-01-07Bibliographically approved
Anderson, H. (2013). Reflection on the Critical Role of Stakeholders in Mergers and Acquisitions. In: Anderson, Helén, Havila, Virpi, Nilsson, Fredrik (Ed.), Mergers and Acquisitions: The Critical Role of Stakeholders (pp. 269-280). New York: Routledge
Open this publication in new window or tab >>Reflection on the Critical Role of Stakeholders in Mergers and Acquisitions
2013 (English)In: Mergers and Acquisitions: The Critical Role of Stakeholders / [ed] Anderson, Helén, Havila, Virpi, Nilsson, Fredrik, New York: Routledge, 2013, p. 269-280Chapter in book (Refereed)
Place, publisher, year, edition, pages
New York: Routledge, 2013
Series
Routledge advances in management and business studies ; 52
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-20166 (URN)978-0-415-53652-3 (ISBN)
Available from: 2012-12-31 Created: 2012-12-31 Last updated: 2015-09-01Bibliographically approved
Anderson, H., Holtström, J. & Öberg, C. (2012). Do competition authorities consider business relationships?. Journal of Business-to-Business Marketing, 19(1), 67-92
Open this publication in new window or tab >>Do competition authorities consider business relationships?
2012 (English)In: Journal of Business-to-Business Marketing, ISSN 1051-712X, E-ISSN 1547-0628, Vol. 19, no 1, p. 67-92Article in journal (Refereed) Published
Abstract [en]

Purpose: Companies engage in business relationships for a variety of reasons, including specialization, product development, and building competitive networks. Research has demonstrated that mergers and acquisitions (M&As) may challenge ongoing business relationships. The purpose of this article is to investigate whether and how competition authorities consider business relationships when evaluating M&As.

Methodology: The article uses the documentation from 450 M&As reported to the Swedish competition authority to capture the way in which an authority evaluates M&As. The Swedish competition authority evaluation corresponds to other national and international evaluation procedures.

Findings: The findings indicate that the competition authorities neglect an important aspect of business life, namely companies forming business relationships. The competition authorities evaluate M&As on the basis of risk for price increases, and consequently disregard such issues as heterogeneity in demand and offerings, and values built into existing business relationships.

Originality/Value/Contribution: The article contributes to research on business relationships through exploring how a public authority deals with such relationships. It also contributes to research on mergers and acquisitions through examining how these activities are evaluated by competition authorities. Furthermore, the article contributes to competition research by reflecting on competition law concerning M&A regulations in relation to business relationships.

Keywords
competition authority, merger, acquisition, customer relationship, supplier relationship, business relationship, business marketing, industrial marketing
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-16434 (URN)10.1080/1051712X.2011.593024 (DOI)2-s2.0-84857081292 (Scopus ID)
Available from: 2011-10-22 Created: 2011-10-22 Last updated: 2019-02-21Bibliographically approved
Anderson, H., Dahlin, P., Havila, V., Holström, J. & Öberg, C. (2011). Corporate Restructuring and Customers and Suppliers. Paper presented at ANZMAC 2011. Perth, Australia. 28-30 November 2011.
Open this publication in new window or tab >>Corporate Restructuring and Customers and Suppliers
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2011 (English)Conference paper, Published paper (Refereed)
National Category
Social Sciences
Identifiers
urn:nbn:se:hj:diva-16433 (URN)
Conference
ANZMAC 2011. Perth, Australia. 28-30 November 2011
Available from: 2011-10-22 Created: 2011-10-22 Last updated: 2012-06-14
Anderson, H. (2011). Customized Careers: a lattice replacing the traditional ladder. Innovationmanagement.se
Open this publication in new window or tab >>Customized Careers: a lattice replacing the traditional ladder
2011 (English)In: Innovationmanagement.seArticle in journal (Other (popular science, discussion, etc.)) Published
Keywords
career ladder
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-17513 (URN)http://www.innovationmanagement.se/2011/11/21/customized-careers-a-lattice-replacing-the-traditional-ladder/ (DOI)
Available from: 2012-01-30 Created: 2012-01-30 Last updated: 2012-01-30Bibliographically approved
Sasinovskaya, O. & Anderson, H. (2011). From brand awareness to online co-design: How a small bathroom provider turned interactive on the web. Journal of Brand Management, 19(1), 33-44
Open this publication in new window or tab >>From brand awareness to online co-design: How a small bathroom provider turned interactive on the web
2011 (English)In: Journal of Brand Management, ISSN 1350-231X, E-ISSN 1479-1803, Vol. 19, no 1, p. 33-44Article in journal (Refereed) Published
Abstract [en]

The role of virtual communities in marketing development and brand management is gaining growing attention both from scholars and practitioners. Small and medium enterprises (SMEs[1]) often lack organizational readiness and pre-adoption awareness related to new tools available online. This article presents an in-depth case study on how a small company transforms itself into an interactive platform on the web from merely a provider of online information to help customers participate actively in bathroom design. Online design community hosted by the small bathroom supplier combines social network features and toolkits for 3D bathroom design, attracting both hobbyists and professionals. The study shows that the company benefits from the its move to interactivity with the community perceiving and providing a brand strengthening tool. However, the study also shows relative reluctance on the part of the company towards exploiting the full range of possibilities available online.

Keywords
Brand awareness, brand commitment, online communities, customer involvement, SMEs
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-13492 (URN)10.1057/bm.2011.31 (DOI)
Available from: 2010-10-14 Created: 2010-10-14 Last updated: 2017-12-12Bibliographically approved
Anderson, H. (2011). Learning from Practicing Mass Customization and Open Innovation. innovation management.se
Open this publication in new window or tab >>Learning from Practicing Mass Customization and Open Innovation
2011 (English)In: innovation management.seArticle in journal (Other (popular science, discussion, etc.)) Published
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-17514 (URN)
Available from: 2012-01-30 Created: 2012-01-30 Last updated: 2012-01-30Bibliographically approved
Holtström, J. & Anderson, H. (2010). Connected Synergy: a case study of mergers and acquisitions within business networks. Paper presented at The 26th IMP Conference Business Networks - Globality, Regionality, Locality.
Open this publication in new window or tab >>Connected Synergy: a case study of mergers and acquisitions within business networks
2010 (English)Conference paper, Published paper (Other academic)
Abstract [en]

Mergers and acquisitions are frequent phenomena in everyday business activities (Holtström, 2008). For a merger or an acquisition, expected synergy is of fundamental importance. The synergy-concept emerged in the business strategy literature in the 1960s and has since then gained immense influence as a strategic tool for CEOs and company boards. In both theory and practice, synergy describes value creation of some kind (Pernod Ricard, 2008; Arya, 2002; Rozemeijer, 2000; Tapper, 1999; Larsson & Finkelstein, 1999; SvD, 1998; Olsson, 1997; Chandler, 1992; Trautwein, 1990; Porter, 1987; Rydén, 1971; Ansoff, 1965). Having a business network structure perspective as point of departure, we assume that mergers and acquisitions will involve and integrate not only the acquirer or the acquired company but also connected companies such as customers and suppliers (Holtström, 2008; 2003; Öberg, 2008; 2004; Dahlin, 2007; Öberg & Holtström, 2006; Anderson, Havila & Salmi, 2000;  Havila & Salmi, 2000; Bengtsson, 1994).

Synergy as concept (cf. Goold & Campbell, 1998; Itami, 1987; Lubatkin, 1983; Ansoff, 1965) is in this paper further developed and extended to comprise also synergy in the integrating companies’ business network. The paper aims to develop a framework to describe synergy in business relationships with customers and suppliers. To achieve this we first need to analyse how synergy is realised within a company. The analysis is based on a case study of mergers and acquisitions among industrial companies having business in Sweden.

Our findings indicate that within a company synergy is the result of the interplay between creation of value, alignment between strategic prioritisations and functional performance. Thus the integrating companies are at the core. The application of synergy in the M&A-companies business network is to include also their business relationships with other actors. So in a second analysis, we show that synergy in business relationships can be seen as the result of how companies a) adapt to changes in the business network, b) how the changes affects interdependency among actors, c) to what extent there is a co-ordination of activities between actors, but most importantly d) how this is carried out over time.

The resulting framework on connected synergy, combines the perspectives on synergy described above with also the development over time. Within the M&A-companies, two forms of synergy appears; (i) planned in the early phases of integration and, (ii) emerging over time. In the M&A-companies’ business relationship synergy can appear as (iii) something planned by the integrating companies to purposely influence other actors and, (iv) developing when different actors adapt to these changes over time.

Keywords
Synergy, merger, acquisition, integration, business relationship, business network, supplier, customer
Identifiers
urn:nbn:se:hj:diva-11920 (URN)
Conference
The 26th IMP Conference Business Networks - Globality, Regionality, Locality
Available from: 2010-04-06 Created: 2010-04-06 Last updated: 2010-09-21Bibliographically approved
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