Mergers and Acquisitions within the Sharing Economy: Placing All the Players on the Board

Pérez-Pérez, Cristina; Benito‐Osorio, Diana; Moreno, Susana María García

doi:10.3390/su13020743

Cited by 6 publications

(4 citation statements)

References 77 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…A recent study conducted in a similar context on green M&As in Chinese and Taiwanese contexts has reported the significant influence of such strategies on brand innovations, organizational performance, and cross-border success ( Lu, 2022 ). Another recent research on strategic green marketing and the role of M&As strategy in the Taiwanese context reported that some external factors such as financial advisory may affect the M&As strategy and green marketing approach relationships ( Zhu et al, 2002 ; Pérez-Pérez et al, 2021 ). Such results encouraged the authors to examine the associations conceptually under investigation in this study.…”

Section: Literature Reviewmentioning

confidence: 99%

Merger and Acquisitions Integration, Implementation as Innovative Approach Toward Sustainable Competitive Advantage: A Case Analysis From Chinese Sports Brands

et al. 2022

View full text Add to dashboard Cite

Brand M&A has long been an extremely common strategy for expanding the scale of an organization and entering new business areas, but various signs show that many brand mergers and acquisitions (M&As) do not add value. They often lose money and fail. This research explores the value, scarcity, and non-replicability of resources in corporate M&A, as well as organizational resource management, innovation resource management, and implementation of the combination of resource utilization and brand strategy that incorporate M&As. Taking 03 of China’s sporting shoe industry cases, this study uses the literature to collect, analyze, and organize the conversations of high-level managers to compare and integrate the motivations of corporate M&As to conduct confirmatory analysis. Using case studies and cross-border M&A related secondary data from 2014 to 2021 and supplemented by senior executives’ conversations, 1,836 articles were collected as analysis units. The research results show that Chinese companies’ cross-border M&A’s main corporate strategic motives have four key elements: accelerated expansion, integration of resources, brand integration, rapid entry into the international market, and obstacles to the construction of new entrants. The research results also show that integrating resources and brand execution strategies after M&As correlates to their success or failure. The purpose of the research was first to discuss brand M&As and corporate strategies in the Taiwanese context. Secondly, it discusses the issue of the use of resources by the acquired party in specific to emerging trends in consumer resistance to innovation and acceptance of technological innovativeness in the sports industry brands. Third, it analyzes the effectiveness of brand strategy integration and implementation. Finally, it provides a strategic reference for brand M&As in the industry.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

Merger and Acquisitions Integration, Implementation as Innovative Approach Toward Sustainable Competitive Advantage: A Case Analysis From Chinese Sports Brands

et al. 2022

View full text Add to dashboard Cite

show abstract

“…DiDi acquired Uber China in 2016, contributing to its dominating role in China. Such acquisitions or mergers play a large role for unicorn companies (Rowley, 2019) and represent a unique dynamic inherent to the new economy (Jia et al, 2020; Pérez‐Pérez et al, 2021). The later analysis explores how this acquisition activity may have helped in the sharing economy platforms' journeys toward institutionalization.…”

Section: Description Of Case Study Companies and Their Industrymentioning

confidence: 99%

The institutionalization of sharing economy platforms in China

Schoenherr

2023

J of Ops Management

View full text Add to dashboard Cite

Recent past has witnessed a great proliferation of sharing economy platforms with great successes, but also many failures on their journey toward institutionalization, that is, their establishment and acceptance in society. To develop insight on factors contributing to this institutionalization process, this paper relies on the literature in institutional entrepreneurship and investigates sharing economy platforms in China, highlighting institutional voids that are encountered, and suggesting ways on how they can be overcome. These insights are derived through a multiple case study approach involving 61 semi‐structured interviews with managers from eight sharing economy platforms (DiDi, Uber China, Huochebang, Yunmanman, OfO, Mobike, Evcard, and Zhida) across four sharing economy industries in China (ride‐sharing, logistics‐sharing, bike‐sharing, and car‐sharing). The findings highlight the importance of exchange and collaboration with stakeholders (allies) in the network, as well as the effective response to emerging issues through the adaptation of the business models. In addition, mergers and acquisitions, and the role of government are identified as critical components in aiding platforms in their progression toward institutionalization. Further cognitive, regulative, and normative factors are found to represent valuable institutional pillars that serve as a fertile foundation throughout the institutionalization process. Overall, the findings provide an intriguing insight into the journey of Chinese sharing economy platforms toward institutionalization.

show abstract

“…Regardless of this empirical challenge, many studies point out an interesting commonality among these firms. Specifically, most sharing economy businesses are innovative, as evidenced by the high number of patents and significant intellectual property valuations, and are the most active participants in the M&A market (Batool et al 2020;Pérez-Pérez et al 2021). This positive link between corporate technological activities (or R&D) and M&As is the most prevalent phenomenon that sharing economy firms exhibit and thus must be thoroughly examined.…”

Section: Mandas In a Sharing Economy And Randdmentioning

confidence: 99%

Review of the Literature on Merger Waves

Cho

Chung

2022

JRFM

View full text Add to dashboard Cite

Over the past few decades, the rapid growth of mergers and acquisitions (M&As) has received interest from academics and practitioners. While M&As continue to be the subject of thorough investigation from a corporate governance standpoint, comparatively less effort has been made to organize and link empirical findings with neoclassical economic theories. Herein, we explore monumental studies from several strands of M&A literature, emphasizing the motives and outcomes of horizontal M&As in the US market.

show abstract

Mergers and Acquisitions within the Sharing Economy: Placing All the Players on the Board

Cited by 6 publications

References 77 publications

Merger and Acquisitions Integration, Implementation as Innovative Approach Toward Sustainable Competitive Advantage: A Case Analysis From Chinese Sports Brands

Merger and Acquisitions Integration, Implementation as Innovative Approach Toward Sustainable Competitive Advantage: A Case Analysis From Chinese Sports Brands

The institutionalization of sharing economy platforms in China

Review of the Literature on Merger Waves

Contact Info

Product

Resources

About