Success is not enough: The spectacular rise and fall of a strategic alliance between two multinationals

Hyder, Akmal S.; Eriksson, Lars Torsten

doi:10.1016/j.indmarman.2004.12.008

Cited by 25 publications

(20 citation statements)

References 30 publications

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“…The Norwegian bank was last to enter the merger and was actually acquired, but received the status of a partner in the union, creating a unique example of collaboration. The single‐case approach is appropriate here, because we aim to contribute knowledge and build theory on the merger process and the development of organizational culture from a broader perspective (Hyder & Eriksson, ; Yin, ).…”

Section: Methodsmentioning

confidence: 99%

Partial or total integration in a cross‐border merger? Building a Nordic bank culture

Hyder

Osarenkhoe

2017

Thunderbird Intl Bus Rev

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The rate of failure for international mergers and acquisitions (M&As) is exceptionally high, since the integration of merging firms does not function well. Using a process perspective, this study aims to analyze the integration process in a cross-border merger and the development of a common organizational culture. A framework based on premerger cultural and organizational fit, synergy, and resulting organizational culture is developed to study the growth of Nordea, a merger of four Nordic banks. Data include in-depth interviews and secondary sources. This case study shows how cultural and managerial differences are dealt with and synergies realized.Building a broad organizational culture involving human resource management, decision making, technology, competitiveness, and customer relationships is necessary for merger integration, but it is costly and difficult. We suggest that success in mergers lies in managers creating a new cultural identity with unique values and perspectives. K E Y W O R D Sbest practices, cultural differences, cultural fit, merger, organizational fit, synergy a force with which managers must contend if they are to reap any

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Section: Methodsmentioning

confidence: 99%

Partial or total integration in a cross‐border merger? Building a Nordic bank culture

Hyder

Osarenkhoe

2017

Thunderbird Intl Bus Rev

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“…Divisibility is present in articles that describe a process of change and explain context. Since structure is needed, time might be divided in time periods (e.g., Kamp, 2005) or clear stages (e.g., Liu et al, 2004;Hyder & Eriksson, 2005;Rinallo & Golfetto, 2006). However, an equally large number of articles that seek to explain a specific context do not explicitly refer to the divisibility of time but see time moreover as a background phenomenon (e.g., Veludo, Macbeth, & Purchase, 2006;Roxenhall & Ghauri, 2004).…”

Section: Process Dimensions Of Timementioning

confidence: 99%

“…The flow is often considered cyclic when processes of change are described, driven by interaction (Johnsen & Ford, 2006), or when processes spiral apparently as a result of lessons learned in the past (Hyder & Eriksson, 2005). As topics in case studies are often seen as part of a dynamic ongoing process (Nordin, 2006), embeddedness in the past and consequences for the future are therefore important elements in case study outcomes (Wucherer, 2006).…”

Section: Process Dimensions Of Timementioning

confidence: 99%

“…Examples of authors Divisibility Time can be divided in time periods Beverland (2005a), Kamp (2005), Gupta et al (2005) Time can be divided in clear stages Liu et al (2004), Cheng et al (2005), Hyder and Eriksson (2005), Fliess and Becker (2006), Ng (2005), Rinallo and Golfetto (2006), Tidström and Åhman (2006) Time is not clearly divided, but present…”

Section: Dimensions Of Time Outcomementioning

confidence: 99%

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Involving the process dimensions of time in case-based research

Quintens

Matthyssens

2010

Industrial Marketing Management

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“…experience of collaboration, access to new contacts and strengthening of current contacts, increased competitive strength, etc. (Hyder and Eriksson, 2005). How partners come to agreement and solve problem, may not be directly measured, but their impact can be assessed from the survival and growth of the alliance.…”

Section: Conceptual Frameworkmentioning

confidence: 99%

Institutional factors and strategic alliances in eastern and central Europe

Hyder

Abraha²

2008

Baltic Journal of Management

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Purpose -The study deals with institutional factors that have impact on the operation of east-west alliances. Applying Kostova and Roth's terminology of institutional and relational contexts, this paper aims to address how alliance relationship based on resources, learning and performance organizes and functions, and how institutional factors influence the alliance relationship. Design/methodology/approach -To properly highlight the role of institutional factors, eastern and central Europe (ECE) is divided into four categories, namely fast adapters, high and low medium adapters and slow adapters. A total of 20 alliances operating in different country categories have been selected for the study. In all alliances, foreign partners are Swedish firms and engaged in the manufacturing industry. Semi-structured interviews containing both a fixed set of questions and a set of open-ended questions have been used for data collection. Findings -The impact of institutional factors on firms in slow-adapting countries was uniformly high, the initiatives taken were usually fruitless and ineffective. In the case of medium-adapters, the impact was largely mitigated over time as alliances passed through the different stages. The least impact was, as expected, observed among the alliances in fast-adapting countries. However, the result needs to be taken with some caution as the data include alliances where partners come from a single western country. Practical implications -For direct investment, managers need to take the institutional factors seriously as ECE countries undergo a transition period and the economical situations of these countries shows a wide variation. For example, if need of return is quick, the managers should invest in a fast-adapting country or in a medium-adapting country but not at all in a slow-adapting country. Originality/value -This paper makes a unique contribution by focusing institutional factors which affect strategic alliances in ECE. One future study can concern cultural impact on business environment and new business development in ECE. Another interesting area of research could deal with medium-adapting countries because the members of this group show different level of adaptation and performance.

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Success is not enough: The spectacular rise and fall of a strategic alliance between two multinationals

Cited by 25 publications

References 30 publications

Partial or total integration in a cross‐border merger? Building a Nordic bank culture

Partial or total integration in a cross‐border merger? Building a Nordic bank culture

Involving the process dimensions of time in case-based research

Institutional factors and strategic alliances in eastern and central Europe

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