The Impact of Mergers on Management Theory.

Fery, John B.; Loomba, N. Paul; Marks, Laura; O'Dell, Irma; Vance, Stanley C.

doi:10.2307/254812

Cited by 5 publications

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“…In contrast to the dearth of research on co‐branding, complementary research has investigated performance of mergers and alliances for decades (Dewing, ; King et al., ; Kitching, ). The frequent observation that alliances lead to inferior results has prompted researchers to consider the extent to which interpersonal processes contribute to postmerger performance (Fery, Loomba, Marks, Odell, & Vance, ; Jemison & Sitkin, ). Prior research (e.g., Chatterjee, Lubatkin, Schweiger, & Weber, ; Very, Lubatkin, Calori, & Veiga, ) underscores the need to examine influences of interpersonal interaction on alliances, yet the great majority of studies do not consider how strategic action by the franchisor influences franchisee performance.…”

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confidence: 99%

The Psychology of Co‐Branding Alliances: The Business‐to‐Business Relationship Outcomes of Role Stress

Dahlstrøm

Nygaard²

2016

Psychology and Marketing

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The study investigates the performance effects of postalliance role stress among retail managers. Co-branded alliances produce dynamic and complex role structures subject to psychological conflict and ambiguity. These co-branded outlets enable firms to enter markets efficiently, lower relative operating costs, and raise performance. Despite the seemingly ubiquitous use of this strategy, many co-branded locations yield less than desirable results. The paper employs role theory to investigate whether ambiguity and conflict become more acute in co-branded outlets. In addition, it investigates whether competence and communication modality constrain role stress. Data gathered with 416 franchisees indicate that co-branding alliance influences role stress and interorganizational performance.

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confidence: 99%

The Psychology of Co‐Branding Alliances: The Business‐to‐Business Relationship Outcomes of Role Stress

Dahlstrøm

Nygaard²

2016

Psychology and Marketing

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A Marriage Metaphor Model for Sociocultural Integration in International Mergers and Acquisitions

Rottig

2013

Thunderbird Intl Bus Rev

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The purpose of this article is to gain a better understanding about the sociocultural integration process in international mergers and acquisitions (M&As) by developing a marriage metaphor model for these transactions. Building on the metaphor of M&As as “marriages” between organizations, the presented model suggests that the sociocultural integration process consists of three interrelated phases: the dating, mating, and creating periods. Extant research, however, focuses primarily on the pre‐M&A contingency and post‐M&A process periods, which correspond to the dating and creating phases, respectively, and treats these research streams in relative isolation. This paper attempts to integrate these streams of research in the contexts of M&As across cultures, and further sets out to shed light onto the third, underresearched closing period, which corresponds to the mating phase in the forwarded model. In so doing, this paper endeavors to propose a dynamic perspective of the sociocultural integration in international M&As to emphasize the interrelatedness and on‐going character of this three‐stage process. © 2013 Wiley Periodicals, Inc.

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Organizational practice, information resource deployment and systems success: a cross-cultural survey

Grover

Segars

Durand

1994

The Journal of Strategic Information Systems

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The Impact of Mergers on Management Theory.

Cited by 5 publications

References 0 publications

The Psychology of Co‐Branding Alliances: The Business‐to‐Business Relationship Outcomes of Role Stress

The Psychology of Co‐Branding Alliances: The Business‐to‐Business Relationship Outcomes of Role Stress

A Marriage Metaphor Model for Sociocultural Integration in International Mergers and Acquisitions

Organizational practice, information resource deployment and systems success: a cross-cultural survey

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