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  • 1.
    Achtenhagen, Leona
    et al.
    Högskolan i Jönköping, Internationella Handelshögskolan, IHH, Center for Family Enterprise and Ownership (CeFEO). Högskolan i Jönköping, Internationella Handelshögskolan, IHH, Företagsekonomi. Högskolan i Jönköping, Internationella Handelshögskolan, IHH, Media, Management and Transformation Centre (MMTC).
    Brunninge, Olof
    Högskolan i Jönköping, Internationella Handelshögskolan, IHH, Center for Family Enterprise and Ownership (CeFEO). Högskolan i Jönköping, Internationella Handelshögskolan, IHH, Företagsekonomi. Högskolan i Jönköping, Internationella Handelshögskolan, IHH, Media, Management and Transformation Centre (MMTC).
    Melin, Leif
    Högskolan i Jönköping, Internationella Handelshögskolan, IHH, Företagsekonomi. Högskolan i Jönköping, Internationella Handelshögskolan, IHH, Center for Family Enterprise and Ownership (CeFEO).
    Patterns of dynamic growth in medium-sized companies: beyond the dichotomy of organic versus acquired growth2017Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 50, nr 4, s. 457-471Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Current research commonly investigates two different growth modes, organic growth and growth by acquisitions. Studies on acquisition-based growth typically draw on cross-sectional quantitative studies of large firms that treat all acquisitions the same. Our study takes a different approach, and explores different growth modes of a smaller sample of medium-sized companies drawing on a longitudinal, qualitative case-study design. This research design allows us to identify eight different growth modes that companies combine in unique ways over time. Thereby, we illustrate that patterns of dynamic growth in medium-sized firms are much more diverse and complex than commonly assumed.

  • 2.
    Achtenhagen, Leona
    et al.
    Högskolan i Jönköping, Internationella Handelshögskolan, IHH, ESOL (Entrepreneurship, Strategy, Organization, Leadership). Högskolan i Jönköping, Internationella Handelshögskolan, IHH, Media, Management and Transformation Centre (MMTC). Högskolan i Jönköping, Internationella Handelshögskolan, IHH, Center for Family Enterprise and Ownership (CeFEO).
    Melin, Leif
    Högskolan i Jönköping, Internationella Handelshögskolan, IHH, ESOL (Entrepreneurship, Strategy, Organization, Leadership). Högskolan i Jönköping, Internationella Handelshögskolan, IHH, Center for Family Enterprise and Ownership (CeFEO).
    Naldi, Lucia
    Högskolan i Jönköping, Internationella Handelshögskolan, IHH, ESOL (Entrepreneurship, Strategy, Organization, Leadership). Högskolan i Jönköping, Internationella Handelshögskolan, IHH, Center for Family Enterprise and Ownership (CeFEO).
    Dynamics of Business Models - Strategizing, Critical Capabilities and Activities for Sustained Value Creation2013Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 46, nr 6, s. 427-442Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Much progress has been made recently in developing the business model concept. However, one issue remains poorly understood, despite its importance for managers, policy makers, and academics alike, namely, how companies change and develop their business models to achieve sustained value creation. Companies which manage to create value over extended periods of time successfully shape, adapt and renew their business models to fuel such value creation. Drawing on findings from a research program on continuously growing firms, this paper identifies three critical capabilities, namely an orientation towards experimenting with and exploiting new business opportunities; a balanced use of resources; as well as achieving coherence between leadership, culture, and employee commitment, together shaping key strategizing actions. Moreover, we illustrate how each of these capabilities is supported by different sets of specific activities. Jointly, these three capabilities, their activities and the strategizing actions act as complementarities for value creation. We conclude the paper by suggesting implications for research and practitioners, providing a tool for managers which allows them to reflect on and identify critical issues relevant for changing and developing their business model to sustain value creation.

    Fulltekst (pdf)
    fulltext
  • 3.
    Brundin, Ethel
    et al.
    Jönköping University, Internationella Handelshögskolan, IHH, Företagsekonomi. Jönköping University, Internationella Handelshögskolan, IHH, Centre for Family Entrepreneurship and Ownership (CeFEO).
    Languilaire, Jean-Charles
    Jönköping University, Internationella Handelshögskolan, IHH, Centre for Family Entrepreneurship and Ownership (CeFEO). JCL Humanistic Consulting Ltd, Skurup, Sweden.
    When the display of emotion is not enough: An emotion boundary management perspective on the quality of strategic decisions2023Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 56, nr 5, artikkel-id 102245Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    In this study, we take an interest in how family business members create their emotion rules and emotion boundaries in and between the two spheres of business and family and how they manage these. We show that this management of emotion boundaries affects the quality of strategic decisions. We conclude that family members create emotion rules and emotion boundaries based on the meanings and understandings of time, space, and/or the relationships that are embedded within the family business emotion-framing rules. Depending on their concern for their own interests and goals, family goals and/or family business goals, they engage in emotional displays that lead to emotional balance, dissonance, or stamina. We reveal how emotional displays affect the decision outcome quality. We therefore contribute to the literature on the role of emotion boundary management in strategic management by evaluating a specific context where the spheres of family and business overlap with more complexity than in a typical case.

  • 4.
    Brundin, Ethel
    et al.
    Jönköping University, Internationella Handelshögskolan, IHH, Företagsekonomi. Jönköping University, Internationella Handelshögskolan, IHH, Centre for Family Entrepreneurship and Ownership (CeFEO).
    Liu, Feng
    Sobey School of Business, Saint Mary's University, Halifax, Canada.
    Cyron, Thomas
    Jönköping University, Internationella Handelshögskolan, IHH, Företagsekonomi. Jönköping University, Internationella Handelshögskolan, IHH, Centre for Family Entrepreneurship and Ownership (CeFEO). Jönköping University, Internationella Handelshögskolan, IHH, Media, Management and Transformation Centre (MMTC).
    Emotion in strategic management: A review and future research agenda2022Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 55, nr 4, artikkel-id 102144Artikkel, forskningsoversikt (Fagfellevurdert)
    Abstract [en]

    Emotion in strategic management has attracted increasing scholarly interest during the past twenty-five years. Researchers have demonstrated the nature and significance of emotion in strategic management from a broad range of perspectives across different levels of analysis. Given the expanding research on the topic, the time is ripe to synthesize this diverse and multifaceted body of knowledge. In a thematic synthesis of the literature, we address the following questions: how does emotion influence strategic management, and how can the field be further developed? We review emotion constructs used in the extant literature and identify three themes related to how emotions influence strategic management: the nonconscious influence of emotions, emotion regulation, and collective emotions. Based on these themes and our analysis, we propose three areas of future research to inspire the field to develop further: (1) scope conditions of emotion research in strategic management; (2) capturing emotion in strategic management; and (3) the ethics, power and politics of emotions in strategic management.

  • 5.
    Carnes, Christina Matz
    et al.
    University of Nebraska-Lincoln.
    Chirico, Francesco
    Jönköping University, Internationella Handelshögskolan, IHH, Företagsekonomi. Jönköping University, Internationella Handelshögskolan, IHH, Centre for Family Entrepreneurship and Ownership (CeFEO).
    Hitt, Michael A.
    Texas A&M University.
    Huh, Dong Wook
    Frostburg State University.
    Pisano, Vincenzo
    University of Catania.
    Resource Orchestration for Innovation: Structuring and Bundling Resources in Growth- and Maturity-Stage Firms2016Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 50, nr 4, s. 472-486Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Innovation is an important outcome for firms across all life-cycle stages, though challenges to this goal vary by a firm's stage of development. In this study, we integrate resource orchestration with contingency theory to theorize how managers differentially orchestrate their firm's resource portfolio and capabilities to develop innovation based on the firm's life-cycle stage. Empirical tests using primary data collected from 189 managers of U.S. and Italian firms based on the policy capturing method provide support for our hypotheses. Overall, this research contributes to our understanding of how firms manage their resources to create innovation over the firm's life-cycle.

    Fulltekst (pdf)
    Preprint
  • 6.
    Chirico, Francesco
    et al.
    Jönköping University, Internationella Handelshögskolan, IHH, Företagsekonomi. Jönköping University, Internationella Handelshögskolan, IHH, Centre for Family Entrepreneurship and Ownership (CeFEO).
    Kellermans, Franz
    Belk College of Business, University of North Carolina at Charlotte, Charlotte, NC, USA.
    When Does Time Enhance Family Firm Performance?: Examining Family Generation in Control and Family Control Dispersion through a Mixed-Gamble Logic2024Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 57, nr 1Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    We investigate the differential effect of time in terms of generation in control of the firm’s management on family firm performance to address the call in the literature for a more nuanced treatment of family firms and their performance differences. By drawing on the mixed-gamble logic of the behavioral agency model, our work suggests that the family’s socio-emotional wealth (SEW) varies across generations, resulting in complex performance relationships. We theorize and empirically find that earlier-generation family firms protect current SEW and perform increasingly worse while later-generation firms maximize prospective financial wealth and perform increasingly better. Additionally, we argue that high family control dispersion mitigates the negative effect on performance of earlier generations in control and increases the positive effect of later generations in control. Important theoretical and practical contributions emerge from this study.

    Fulltekst (pdf)
    Preprint
  • 7.
    Hsueh, Josh Wei-Jun
    et al.
    Jönköping University, Internationella Handelshögskolan, IHH, Företagsekonomi. Jönköping University, Internationella Handelshögskolan, IHH, Centre for Family Entrepreneurship and Ownership (CeFEO).
    Campopiano, G.
    University of Bergamo, Via Salvecchio 19, Bergamo, 24129, Italy.
    Tetzlaff, E.
    Telfer School of Management, University of Ottawa, 55 Laurier Ave E, Ottawa, K1N 6N5, ON, Canada.
    Jaskiewicz, P.
    Telfer School of Management, University of Ottawa, 55 Laurier Ave E, Ottawa, K1N 6N5, ON, Canada.
    Managing non-family employees’ emotional connection with the family firms via shifting, compensating, and leveraging approaches2023Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 56, nr 5, artikkel-id 102274Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Many family firms deploy strategies and practices to satisfy the needs of family employees. When non-family employees perceive a relational disadvantage compared to family employees, they may lower their evaluation of organizational identity (OI) and, in turn, identify less strongly with the family firm. Because family firms can ill afford to have non-family employees who lack a strong emotional connection with and commitment to the family firm, we explore approaches to foster non-family employees' evaluations of OI. Drawing on organizational identity theory, we find support for three approaches: (1) shifting non-family employees' evaluation of OI by enacting a proactive Corporate Social Responsibility (CSR) strategy, (2) compensating non-family employees for a perceived relational disadvantage by involving them in CSR decision-making, and (3) leveraging non-family employees' context, by drawing on those who share the values of the controlling family. Our theory and results suggest that family firms can deploy different approaches to manage the emotional connection with their non-family employees, which can help explain the observed variation in non-family employees’ organizational identification across family firms.

  • 8.
    Iyer, Dinesh N.
    et al.
    Rutgers University, School of Business, Camden, NJ, USA.
    Baù, Massimo
    Jönköping University, Internationella Handelshögskolan, IHH, Företagsekonomi. Jönköping University, Internationella Handelshögskolan, IHH, Centre for Family Entrepreneurship and Ownership (CeFEO).
    Chirico, Francesco
    Jönköping University, Internationella Handelshögskolan, IHH, Företagsekonomi. Jönköping University, Internationella Handelshögskolan, IHH, Centre for Family Entrepreneurship and Ownership (CeFEO). Tecnológico de Monterrey, EGADE Business School, Mexico.
    Patel, Pankaj C.
    Management and Operations, Villanova University, Villanova, PA, USA.
    Brush, Thomas H.
    Krannert School of Management, Purdue University, West Lafayette, IN, USA.
    The triggers of local and distant search: Relative magnitude and persistence in explaining acquisition relatedness2019Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 52, nr 5, artikkel-id 101825Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Research on problemistic search has assumed negative attainment discrepancy to be the trigger of both local and distant search. Extending this research, we present and compare two additional triggers: (1) relative attainment discrepancy, which reflects how much a firm's attainment discrepancy deviates from its past negative attainment discrepancies; and (2) persistent attainment discrepancy, which reflects how often the firm experiences below-aspirations performance. Our triggers for distant search model a behavioral explanation for the timing and relatedness of acquisitions. We find support for baseline arguments of problemistic search whereby firms increase both industry- and skill-related acquisitions when they perform below aspirations. When they persistently perform below aspirations, however, this likelihood is reduced and firms engage in acquisitions that are more unrelated, thereby providing support for the notion of expanding search boundaries from local to distant search. Of the two triggers of distant search proposed, relative attainment discrepancy does not induce firms to expand search boundaries. Our results indicate that persistent attainment discrepancy is a key construct to consider when studying the expansion of search boundaries.

  • 9. Lissack, M
    et al.
    Roos, Johan
    Imagination Lab Foundation, Lausanne, Switzerland.
    Be coherent, not visionary2001Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 34, nr 1, s. 53-70Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Many executives feel the need to articulate an ideal end-state for their organizations-often in the guise of a corporate vision. Striking the balance between novelty and believability of such an ideal end-state is often tricky, and empirical evidence shows that people are neither satisfied with the vision, nor the visioning process. This article argues that the very idea of having a corporate vision is of limited use in today's complex business landscapes. When you perceive your world as unstable and unpredictable what matters is being coherent rather than being visionary. Being coherent means acting in a manner that reinforces who you are, as an organization, given the current environment. It is such coherence that "makes sense" to us and to the others around us. The authors point out why executives need to replace visioning efforts with a focus on how to become and remain coherent throughout the organization. They also offer a few guiding principles on how to do this in practice. (C) 2001 Elsevier Science Ltd. All rights reserved.

  • 10. Lorange, P.
    et al.
    Roos, Johan
    Norwegian School of Management.
    Brønn, P. S.
    Building successful strategic alliances1992Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 25, nr 6, s. 10-17Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    In this paper we will discuss (1) why a firm would want to go into a strategic alliance, (2) the different types of alliance, and (3) guidelines to follow when forming an alliance. © 1992.

  • 11.
    Melin, Leif
    Högskolan i Jönköping, Internationella Handelshögskolan, IHH, EMM (Entrepreneurskap, Marknadsföring, Management).
    Strategies in Managing Turnaround1985Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 18, nr 1, s. 80-86Artikkel i tidsskrift (Fagfellevurdert)
  • 12.
    Netz, Joakim
    et al.
    Jönköping University, Tekniska Högskolan, JTH, Logistik och verksamhetsledning.
    Svensson, Martin
    Blekinge Institute of Technology, Department of Industrial Economics, Karlskrona, Sweden.
    Brundin, Ethel
    Jönköping University, Internationella Handelshögskolan, IHH, Företagsekonomi. Jönköping University, Internationella Handelshögskolan, IHH, Centre for Family Entrepreneurship and Ownership (CeFEO).
    Business disruptions and affective reactions: A strategy-as-practice perspective on fast strategic decision making2020Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 53, nr 5, artikkel-id 101910Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    This study examines management teams' work in making fast strategic decisions under extreme time pressure. Focusing on affective reactions as behavioural responses to business disruptions due to unforeseen events, we elaborate the strategy-as-practice perspective by drawing upon qualitative and quantitative datasets collected from 39 sites in a corporate setting over three consecutive phases during a four-year period. The data show two types of patterns: intensity-focused and type-focused affective reactions in management teams' use of management tools as part of mental shortcuts when making fast decisions. These patterns are contingent on whether the teams functioned in contexts that had previous experience of management of similar unforeseen events. Affective reactions in the use of tool-based mental shortcuts unveil a mechanism of practices that explains middle management teams’ strategic actions during business disruption due to unforeseen events. While research predominantly suggests that affect is “bad” for management teams in crisis-related contexts, we find that this view is misleading. Affective reactions not only hinder but also aid crucial information exchanges between middle management teams and corporate levels while making strategic decisions under extreme time pressure. Therefore, we propose a reconceptualized view of managing fast strategic decision making and discuss the implications for theory and practice.

    Fulltekst (pdf)
    Fulltext
  • 13.
    Nordqvist, Mattias
    et al.
    Högskolan i Jönköping, Internationella Handelshögskolan, IHH, Center for Family Enterprise and Ownership. Högskolan i Jönköping, Internationella Handelshögskolan, IHH, EMM (Entrepreneurskap, Marknadsföring, Management).
    Melin, Leif
    Högskolan i Jönköping, Internationella Handelshögskolan, IHH, Center for Family Enterprise and Ownership. Högskolan i Jönköping, Internationella Handelshögskolan, IHH, EMM (Entrepreneurskap, Marknadsföring, Management).
    Strategic Planning Champions: Social Craftspersons, Artful Interpreters and Known Strangers2008Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 41, nr 3, s. 326-344Artikkel i tidsskrift (Fagfellevurdert)
  • 14. Roos, G.
    et al.
    Roos, Johan
    Measuring your company's intellectual performance1997Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 30, nr 3, s. 413-426+325Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    It is individuals who own and control the knowledge of organizational members, the chief source of competitive advantage. Intangible assets often tell one more about the future earnings of the company than today's conventional measures. Until 1980, competitive advantage was based on understanding the competitive environment. Then came the "resource-based" perspective. It became apparent that knowledge was a, if not the, key to sustainable competitive advantage. This touched on invisible assets and core competencies. Strategic management has now in fact shifted from looking externally to the realization that "internal" resources are the tools which need to be exploited. Kaplan and Norton introduced the "Balanced Scorecard" techniques which Skandia used as the foundation for its measurement of intellectual capital. The issues that are involved include treating intellectual capital as the sum of the company's hidden assets which are the most important source of competitive advantage and visualizing intellectual capital systematically. The findings of a research study showed a welcome for the explicit recognition of what intellectual capital was all about as well as a categorization of intellectual capital as human, customer relationship, business processes, organizational and intellectual. Models were developed which resulted in a number of conclusions. Maturity, clear goals and explicit commitment are essential. The intellectual capital (IC) system should focus on long-term earning capability and must be based in corporate culture. A set of indicators needs to be provided for each IC category. The balance sheet approach to IC does not provide information on the move from one category to another ; it is only a snapshot. There appear to be three methods of deriving indicators. One is to develop those which are firmly based on the driving forces behind the vision. Second, they need to be grounded in the selected intellectual capital categories and third, they need to reflect the intercapital flows. There are many difficulties in dealing with indicators, such as selecting the right ones, prioritizing them and making sure they are precise. An IC model needs to be able to be applied to small and large firms, parts as well as the whole. To be viable, an IC system has to be aligned with existing managerial processes. The conclusions from this research need to be tested with a larger sample. This will allow the development of a dimension-free process model for managing intellectual performance and arriving at an index such as Return on Intellectual Capital (ROIC). © 1997 Elsevier Science Ltd. All rights reserved.

  • 15.
    Roos, Johan
    et al.
    Imagination Lab. Foundation, Lausanne, Switzerland.
    Victor, B.
    Statler, M.
    Playing seriously with strategy2004Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 37, nr 6, s. 549-568Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    This article details two cycles of interventions and reflection in various executive development contexts led by the authors as facilitator/consultants. Their hunch that changing the constraints of strategy processes would also change the content generated was tested by changing the typical mode of work to that of 'serious play' and modifying the usual medium from verbal, computer and two-dimensional text and graphic by the introduction of 3-D media (LEGO bricks). The authors examine the potential for using serious play in the particular organizational challenge of making strategy, and highlight the capacity of 'action research' to contribute simultaneously to both academic understanding and practical value. © 2004 Elsevier Ltd. All rights reserved.

  • 16.
    Roos, Johan
    et al.
    Dept. of Gen. Mgmt. and Strategy, IMD, Lausanne, Switzerland.
    Whitehill, M.
    Exploring the Concept of Intellectual Capital (IC)1998Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 31, nr 1, s. 150-153Artikkel i tidsskrift (Fagfellevurdert)
  • 17.
    Shen, Wei
    et al.
    W.P. Carey School of Business, Arizona State University, Tempe, AZ, USA.
    Ponomareva, Yuliya
    Department of Business and Economics, Autonomous University of Barcelona, Barcelona, Spain.
    Uman, Timur
    Jönköping University, Internationella Handelshögskolan, IHH, Företagsekonomi. Jönköping University, Internationella Handelshögskolan, IHH, Centre for Family Entrepreneurship and Ownership (CeFEO). Jönköping University, Internationella Handelshögskolan, IHH, Media, Management and Transformation Centre (MMTC).
    Can you catch two birds with one stone?: The impacts of nominating committee composition on board monitoring and resource provision2022Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 55, nr 3, artikkel-id 102127Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    While it has long been recognized that boards of directors perform two primary functions – monitoring and resource provision – little research has systematically examined the relationship between these two functions in public corporations. Given the growing external emphasis on the monitoring function by investors and advocates of corporate governance reforms, it is important to understand how such an emphasis impacts the resource provision function. In addition to identifying the composition of the nominating committee as a key to understanding the relationship, we propose two mechanisms through which the formation of an independent nominating committee in response to the external emphasis on monitoring leads to a decline in board resource provision. One mechanism is through a decline in information sharing between top managers and the nominating committee in new director selection, which results in a divergence between board capital and the firm's specific resource needs. The other is through decreased trust between the CEO and the board, which results in a less collaborative CEO-board relationship. To alleviate this negative impact that an external emphasis on monitoring has on resource provision, we propose that boards can bring non-CEO executives back onto nominating committees as inside directors. Our theoretical analysis contributes to the understanding of how the composition of the nominating committee influences board monitoring and resource provision, and has important implications for corporate governance research and practices.

  • 18.
    Steigenberger, Norbert
    et al.
    Jönköping University, Internationella Handelshögskolan, IHH, Företagsekonomi. Jönköping University, Internationella Handelshögskolan, IHH, Media, Management and Transformation Centre (MMTC). Umeå University, Sweden.
    Ebers, M.
    University of Cologne, Germany.
    What drives integration teams to achieve high integration process performance in absorption acquisitions?: A configurational analysis2023Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 56, nr 6, artikkel-id 102330Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Integration process performance, capturing the extent to which integration teams realize their integration milestones, is significant in absorption acquisitions, because it constitutes an important intermediate step towards eventual M&A performance. Still, we know little about the conditions that motivate and enable integration teams to attain the goals of the post-acquisition integration process. Based on goal-setting theory, we suggest that integration process performance in absorption acquisitions depends on the fit among the ambitiousness of the cost and growth goals with which an integration team is tasked, the ampleness of integration team staffing, and the extent to which target firm employees are involved in integration planning. Fuzzy-set Comparative Analyses of 199 integration teams in 23 absorption acquisitions reveal three distinct configurations of these conditions that can engender high integration process performance. The results of this study extend research on post-acquisition integration by offering theory and fine-grained empirical evidence at the task-level of the integration process and provide helpful guidelines for managerial practice in acquisition integration in absorption acquisitions. We further outline the potential of configurational reasoning for the analysis of mergers and acquisitions, as a way to methodologically rejuvenate the field.

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  • text
  • asciidoc
  • rtf