The Role of Strategic Agility in Acquisitions

Junni, Paulina; Sarala, Riikka M.; Tarba, Shlomo; Weber, Yaakov

doi:10.1111/1467-8551.12115

Cited by 142 publications

(116 citation statements)

References 130 publications

(314 reference statements)

Supporting

Mentioning

107

Contrasting

Unclassified

Order By: Relevance

“…While ostensibly the meta-capability of strategic sensitivity is about gathering and integrating knowledge to fuel continuous strategy development and innovation (Junni et al 2015;Wilson and Doz 2011) at its core, it is about organisational sense-making. Doz and Kosonen (2008a) depict strategically sensitive organisations as those with a ''sharpness of perception and intensity of awareness and attention … [to] … incipient trends and converging forces with intense real-time sense-making'' (p. 96, italics added).…”

Section: Strategic Agilitymentioning

confidence: 99%

“…However, others have since argued that this term ignores the distributed role of leadership (Junni et al 2015;Lewis et al 2014). Junni et al (2015) coined the new label from Doz and Kosonen's original work which made reference to the fact that leadership unity is only one determinant of a ''top team's ability to reach collective commitments'' (Doz and Kosonen 2010, p. 381). Accordingly, collective commitment is the existence of ''common ground, common interest, empathy and trust in order to increase the engagement of organizational members'' (Junni et al 2015, p. 602).…”

Section: Strategic Agilitymentioning

confidence: 99%

“…Accordingly, collective commitment is the existence of ''common ground, common interest, empathy and trust in order to increase the engagement of organizational members'' (Junni et al 2015, p. 602). Collective commitment ensures that organisations can respond to arising opportunities without being hindered by internal disagreements, win-lose politics, and conflict (Doz and Kosonen 2010;Junni et al 2015). Organisations who have developed collective commitment face minimal organisational resistance (Brueller et al 2014) as decisions are not delayed by ''personal insecurities and political stalemates … nor is their implementation subject to personal agendas and private disagreements that would slow down or scuttle the effort'' (Doz and Kosonen 2008a, p. 96).…”

Section: Strategic Agilitymentioning

confidence: 99%

“…It is an organisational and coordinative capability (Junni et al 2015) comprising ''processes for operations and resource allocation, people management approaches, as well as mechanisms and incentives for collaboration'' (Doz and Kosonen 2011, p. 154). While we focus on resource fluidity as an ongoing capability, the importance of these elements has been acknowledged in work relating to one-off mobilisation of resources following disaster recovery (Olcott and Oliver 2014).…”

Section: Strategic Agilitymentioning

confidence: 99%

“…There is support for treating strategic agility as either a dependent or independent variable depending on the research context. For example, Brueller et al (2014) focus on whether mergers and acquisitions inhibit or create strategic agility, while Junni et al (2015) focus on the role of strategic agility as a contributing factor to the acquisition process, and Doz and Kosonen (2010) discuss the ability of strategic agility to contribute to successful business model renewal and transformation. Here, we concentrate on the application of strategic agility, and its three meta-capabilities, to managing corporate sustainability with a paradoxical lens.…”

Section: Paradox and Strategic Agilitymentioning

confidence: 99%

See 4 more Smart Citations

Managing Corporate Sustainability with a Paradoxical Lens: Lessons from Strategic Agility

2017

View full text Add to dashboard Cite

Corporate sustainability introduces multiple tensions or paradoxes into organisations which defy traditional approaches such as trading-off contrasting options. We examine an alternative approach: to manage corporate sustainability with a paradoxical lens where contradictory elements are managed concurrently. Drawing on paradox theory, we focus on two specific pathways: to the organisation-wide acceptance of paradox and to paradoxical resolution. Introducing the concept of strategic agility, we argue that strategically agile organisations are better placed to navigate these paradox pathways. Strategic agility comprises three organisational meta-capabilities: strategic sensitivity, collective commitment, and resource fluidity. We propose that strategically agile organisations draw on strategic sensitivity and collective commitment to achieve organisation-wide acceptance of paradox, and collective commitment and resource fluidity to achieve paradoxical resolution. For each of these meta-capabilities, we identify three organisational practices and processes specifically related to corporate sustainability that organisations can leverage in pursuit of strategic agility. We offer a conceptual framework depicting the strategic agility metacapabilities, and associated practices and processes, which organisations draw on to successfully manage corporate sustainability with a paradoxical lens.

show abstract

Section: Strategic Agilitymentioning

confidence: 99%

Section: Strategic Agilitymentioning

confidence: 99%

Section: Strategic Agilitymentioning

confidence: 99%

Section: Strategic Agilitymentioning

confidence: 99%

Section: Paradox and Strategic Agilitymentioning

confidence: 99%

See 3 more Smart Citations

Managing Corporate Sustainability with a Paradoxical Lens: Lessons from Strategic Agility

2017

View full text Add to dashboard Cite

show abstract

Investigating employee and organizational performance in across‐borderacquisition—A case of withdrawal behavior

Tian

Ahammad

Tarba

et al. 2021

Human Resource Management

View full text Add to dashboard Cite

Over the last two decades, performance management systems (PMSs) have been the focus of increasing attention. However, scant research has examined the link between individual-and organizational-level performance in the context of crossborder mergers and acquisitions. Employee withdrawal adversely affects organizations, and has thus been associated with negative consequences for organizations and regarded as a counterproductive work behavior. Our article presents an empirical investigation of determinants and consequences of employee withdrawal, and its impact on willingness to share tacit knowledge, knowledge transfer, and cross-border acquisition performance in the context of Chinese acquisitions in the UK. Based on a cross-sectional survey of 103 employees of an UK subsidiary and Chinese acquiring firm, we found that trust in the acquiring firm significantly reduces acquired firm employee withdrawal behaviors. Moreover, our findings indicate that employee withdrawal behaviors negatively impact employee willingness to share tacit knowledge.The findings further confirm that such willingness positively influences knowledge transfer, which, in turn, has a positive effect on cross border acquisition performance.Our article contributes to the PMS literature by enhancing the understanding of the process through which human resource management systems affect outcomes at different levels of analysis in the context of the cross-border acquisitions. K E Y W O R D S communication, cross border acquisition, emerging market multinational enterprises, employee withdrawal, knowledge transfer, performance, tacit knowledge, trust 1 | INTRODUCTION Over the last two decades, performance management systems (PMSs) have received increasing attention (e.g., Cappelli & Tavis, 2016). The need for performance management will remain as long as individual employees are carrying out some type of work in an organization (e.g., Varma, Budhwar, & DeNisi, 2008). In general, individual performance has been assumed to impact the performance of an organization (DeNisi & Smith, 2014). However, scant research has examined the link between individual-and organizational-level performance (e.g., DeNisi & Murphy, 2017). In this context, DeNisi and Smith (2014) called for research focusing on a better understanding of how organizations might implement systems aimed at improving both those kinds of performance. Despite the growing body of research on PMSs conducted over the last 30 years, many important unanswered questions remain in regard to their effectiveness and impact on both research and practice

show abstract

Why do some merger and acquisitions deals fail? A global perspective

et al. 2020

View full text Add to dashboard Cite

We analyse why some merger and acquisitions (M&A) deals are withdrawn paying particular attention to the economic freedom and legal environment of countries. We use a large dataset based on deals worldwide from over 140 countries during the period 1977–2014. Our core finding is that the likelihood of a deal's withdrawal tends to increase if the economic freedom/quality of legal environment of the acquiring (target) firm's country is higher (lower). These core findings matter more for the non‐financial sector, during non‐crisis years, and in developed financial markets. We also report that the deals have higher tendency to be withdrawn if the target firm's size is larger or its profitability is lower; and the acquiring firm's size is smaller. Furthermore, our analyses reveal that deal characteristics (i.e., deal attitude, means of payment, deal size, ownership sought) also matter in affecting the outcome of announced M&A deals.

show abstract

The Role of Strategic Agility in Acquisitions

Cited by 142 publications

References 130 publications

Managing Corporate Sustainability with a Paradoxical Lens: Lessons from Strategic Agility

Managing Corporate Sustainability with a Paradoxical Lens: Lessons from Strategic Agility

Investigating employee and organizational performance in across‐borderacquisition—A case of withdrawal behavior

Why do some merger and acquisitions deals fail? A global perspective

Contact Info

Product

Resources

About