Session 21

Capturing Value Beyond Organizational Boundaries

Track J

Date: Tuesday, October 9, 2012

 

Time: 11:00 – 12:15

Paper

Room: Meeting Hall IV (a)


Session Chair:

  • Ram Baliga, Wake Forest University

Title: Organizational Routines as a Source of Transformation During Post-Acquisition Functional Integration: A Strategy-as-Practice Perspective

Authors

  • Uma Urs, Oxford Brookes University
  • Duncan Angwin, Lancaster University

Abstract: Strategy-as-practice perspective has conceptualised the importance of linking micro and macro levels of analysis for understanding strategic outcomes. However, few studies have managed to achieve this aim empirically. This paper provides empirical investigation into the interaction between macro and micro levels of analysis by examining how chains of operations and marketing routines lead to post-acquisition integration performance. Using qualitative methodology to collect data from 12 acquisition integrations, this paper provides empirical evidence of within-function routine hierarchy and how these may aggregate into overall integration performance. This will contribute to a major gap in M&A literature which has largely ignored the importance of functional integration in post-acquisition management, and adds to strategy-as-practice school by demonstrating the relationship between micro and macro levels of strategy execution.

Title: Sensemaking Dynamics in R&D Network Formation

Authors

  • Ulla Killström, Aalto University

Abstract: Research into interfirm networks considers collaboration at industry and firm level. The strategy literature argues importance of collaborative efforts. The idea of R&D collaboration networks and how initial conditions enhance their performance is not new. The firms can not manage alone all tasks in the digital service business and partnerships may provide the capabilities needed. Collaboration happens between individuals. This paper provides new knowledge of individuals’ sensemaking dynamics. It explores how the partner organizations end up in formation of a R&D consortium.

Title: Signaling Strategic Commitment for Organizational Transition: How to Manage Potential M&As through Voluntary Disclosures

Authors

  • Duncan Angwin, Lancaster University
  • Maureen Meadows, Coventry University
  • Basak Yakis-Douglas, University of Oxford
  • Kwangwon Ahn, University of Oxford

Abstract: To ‘transit or not’ often depends upon winning over investor opinion to large strategic initiatives. M&A is one such major realignment of an organization and yet once a bid for a company has been announced there is a period of uncertainty when the bid may not be completed. This depends on share price movements determined more by investor perceptions than fundamental values. This paper investigates whether these perceptions may be influenced by ‘voluntary’ corporate communications and so link managerial practices to strategic outcomes. Drawing upon two very large M&A data sets (USA and UK) (57,000 deals; 30,000 communications) we argue managerial practice (signaling strategic commitment) shapes market response and demonstrate communication characteristics, and the use of high-reputation intermediaries, play an important role in determining share price reaction.

Title: The Impact of R&D Collaboration on the Effectiveness and Efficiency of R&D Projects

Authors

  • Jingshu Du, VU University Amsterdam

Abstract: Drawing on a unique panel dataset (2002-2009) that contains data on the R&D collaboration practices and the project performance of 558 R&D projects of a large European multinational firm, we examine at the project level the effect of R&D collaboration with external partners on the performance of R&D projects. We differentiate between market-based and technology-based partners, and measure R&D project performance as technological performance (patents) and project speed. The results show that firms can improve the performance of their R&D projects by collaborating with external partners. However, the effect of R&D collaboration depends strongly on the type of partners (market-based or technology-based) that firms collaborate with. While collaboration with market-based partners speeds up the execution of R&D projects and brings higher possibilities of generating something valuable, collaboration with technology-based partners have greater impact on the effectiveness of R&D projects (patents).

All Sessions in Track J...

Sun: 08:00 – 09:15
Session 129: Strategy Implementation: Global Challenges
Sun: 09:30 – 10:45
Session 130: Practicing Strategy in Transition Economies: Reframing, Rethinking and Renewing
Sun: 11:15 – 12:30
Session 136: Challenges of Strategic Management and Leadership in Transforming Global Economy: Experiences from the Field
Sun: 15:15 – 16:30
Session 17: Insight-Driven Strategists
Mon: 08:00 – 09:15
Session 16: The Impact of Strategizing: Learning from Best and Worst Practices
Mon: 09:30 – 10:45
Session 18: An Explorative Journey to Strategy Practice
Mon: 13:30 – 14:45
Session 19: Planned Change, Ambidextrous Strategizing, and Systemic Transformation
Mon: 16:30 – 17:45
Session 246: Unbundling Silos: Managing Inter- and Intra-Organizational Relationships
Tue: 11:00 – 12:15
Session 21: Capturing Value Beyond Organizational Boundaries
Tue: 15:45 – 17:00
Session 22: Institutional Effects of Business Model Development: Thinking Strategically Inside-Out and Outside-In
Tue: 17:30 – 18:45
Session 156: Straddling on Transitions: Developing ABC Synergies


Strategic Management Society

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