Managerial biases during a merger process in a government-controlled organization

2021 ◽  
Author(s):  
Anne-Sophie Thelisson ◽  
Olivier Meier
Keyword(s):  
Merger Process

Merger Process Reform: A Sisyphean Journey

2009 ◽  
Author(s):  
Joe Sims ◽  
Robert C. Jones ◽  
Hugh Hollman
Keyword(s):  
Merger Process

Bilingualism and sound change: perception in the /ʎ/-/j/ merger process in Majorcan Spanish

2020 ◽  
Vol 136 (1) ◽  
pp. 106-133
Author(s):  
Assumpció Rost Bagudanch
Keyword(s):  
Language Contact ◽  
Sound Change ◽  
Balearic Islands ◽  
Chance Level ◽  
Control Group ◽  
Inhibiting Effect ◽  
Change Perception ◽  
Merger Process ◽  
Linguistic Behaviour ◽  
Contact Effects

AbstractYeísmo has been accounted for as a merger process occurring in Spanish irrespective of language contact effects though some scholars have claimed that the interference between Spanish and the variety of Catalan spoken in Majorca (Balearic Islands, Spain) has an inhibiting effect on yeísmo. This paper focusses on whether this inhibiting effect can be demonstrated at the perception level and whether it has an effect in the linguistic behaviour of bilinguals. To examine these effects, we conducted an identification experiment with three groups of listeners (Majorcan Catalan-dominant bilinguals, Spanish-dominant bilinguals and a control group of Spanish monolinguals). Results show that Catalan dominants do recognise [ʎ] stimuli, but Spanish dominants only identify [ʎ] at chance level. Consequently, it would seem that bilingual subjects display a bimodal performance at the perception level.

scholarly journals HR Managers’ Roles & Contributions in Merger Processes

2011 ◽  
Vol 1 (1) ◽  
pp. 64 ◽  
Author(s):  
Khalil Al Jerjawi
Keyword(s):  
Organizational Change ◽  
Global Financial Crisis ◽  
Human Resource Managers ◽  
Resource Managers ◽  
Merger Process ◽  
Strategic Role ◽  
Merging Process ◽  
International Mergers ◽  
Research Gap ◽  
Hr Managers

As companies have engaged in domestic and international mergers over the last few years in order to match the macroeconomic trends operating on a worldwide and more recently to cope with the current global financial crisis, human resource managers have been encouraged to play a more strategic role in their organizations, especially in the case of extensive and radical organizational change such as merging process. This study addresses and works on the existing research gap by investigating the roles of HR managers among the different roles which were defined at the fist by Dave Ulrich. This paper demonstrates that HR managers are an essential part of merger and that HR practices should be given an extensive emphasizing throughout such organizational change “the merger process”.

scholarly journals The Effect of Mergers on Financial Performance PT. Bank Woori Saudara Indonesia 1906, Tbk

2019 ◽  
Vol 1 (1) ◽  
pp. 19-30
Author(s):  
Irna Maulana ◽  
Gemala Paramita ◽  
Syahiruddin Syahiruddin
Keyword(s):  
Financial Performance ◽  
Financial Services ◽  
Quantitative Methods ◽  
T Test ◽  
Financial Ratios ◽  
Parametric Test ◽  
Paired Sample ◽  
Significant Difference ◽  
Merger Process ◽  
Quota Sampling

The Mergers are carried out by the companies to get a number of benefits. Mutually beneficial conditions will occur if the merger activities carried out can create the synergy, which finally, it is expected to improve the company's performance. This study aims to determine whether the financial performance after the merger has changed or not. The financial ratios studied are financial ratios four years after the merger and before the merger. This research was conducted by quantitative methods, by taking data from PT. Bank Woori Saudara Indonesia 1906, Tbk, which has merged in 2014 and has engaged in banking financial services. Sampling in this study uses quota sampling. the data is obtained from one bank, that is, a bank which has merged. The parametric test used to answer the hypothesis in this study was the Paired Sample T-Test. The results of this study indicate that in partial testing of the seven financial ratios, there was a significant difference in the ratio of BR and EPS, while the CAR, TATO, NPM, ROI, and ROE ratios showed no significant differences. So the merger process carried out by banks does not show a significant difference because the synergy has not yet been achieved after the merger.

Reaching organizational ambidexterity in the merger process: a temporal switching

2019 ◽  
Vol 58 (5) ◽  
pp. 879-896
Author(s):  
Anne-Sophie Thelisson ◽  
Audrey Missonier ◽  
Gilles Guieu
Keyword(s):  
Participant Observation ◽  
Organizational Ambidexterity ◽  
Longitudinal Case Study ◽  
Exploration And Exploitation ◽  
Content Type ◽  
Merger Process ◽  
Post Merger Integration ◽  
And Control ◽  
Merger Integration ◽  
Parent Companies

Purpose The purpose of this paper is to explore how a company reaches organizational ambidexterity during a merger process. Organizational ambidexterity refers to the proactive adaptations of an organization to simultaneously explore and exploit. Design/methodology/approach The paper presents a longitudinal case study of a public-private merger of two listed French companies. The data were collected from participant observation, interviews and archival documentation over two years. Findings The balance between autonomy and control by the parent companies evolves during the post-merger integration. The findings reveal that there was no concordance between the oscillations between autonomy and control on the part of the parent companies and the new organization’s exploration/exploitation strategies. However, the progressive evolution of control and autonomy from the parent companies engendered organizational ambidexterity during the third phase integration. Practical implications The study adds insight into how organizations can develop ways to manage organizational ambidexterity dynamics by employing temporal mechanisms, referring to an organization’s shifting sequentially between exploration and exploitation. The case highlights how temporal switching between exploration and exploitation occurs to ultimately enable ambidexterity. Originality/value Although organizational ambidexterity is recognized as a key element for post-merger integration, how it is achieved over the course of the merger process has received little attention. The study highlights that in the case of public-private mergers, the parent companies influence exploration and/or exploitation strategies. The paper adds insights on whether exploration and exploitation can be differentiated over time and whether exploration and exploitation can be reconciled at the same time.

A paradoxical approach symbiotic to postmerger integration: a French longitudinal case study

2019 ◽  
Vol 31 (2) ◽  
pp. 232-259
Author(s):  
Anne-Sophie Thelisson ◽  
Audrey Missonier ◽  
Gilles Guieu ◽  
Lotte S. Luscher
Keyword(s):  
Process Model ◽  
Dynamic Decision Making ◽  
Longitudinal Case Study ◽  
Target Firm ◽  
Content Type ◽  
Organizational Autonomy ◽  
Merger Process ◽  
Inclusive Approach ◽  
Post Merger Integration ◽  
Merger Integration

Purpose This paper aims to examine post-merger integration (PMI) through the lens of paradox to determine how paradoxes contribute to successful integration. Although PMI has been identified as crucial to understand merger success or failure, the literature on PMI drivers remains inconclusive. Design/methodology/approach Drawing on the theory of paradox and two key elements of PMI, strategic interdependency (SI) and organizational autonomy (OA), the authors describe the merger of two listed French companies using longitudinal data. Findings The authors identify how the paradox between OA and SI was triggered and fostered PMI success by leading to symbiotic integration. They also show that two capabilities were central in helping the paradox to evolve: preserving the specificities of the organizations and pooling their respective capabilities. These capabilities result from basic decisions and actions during the integration implementation, such as highlighting the expertise of the target firm, refocusing the core activity while valorizing each company’s expertise, clarifying the identity of the new organization on the market and enhancing joint piloting and transferring both general management capacity and functional abilities during the reorganization period. Practical implications The authors offer several useful insights for managers trying to manage paradoxical tension throughout the merger process. This study encourages managers to embrace inconsistencies as they make decisions and to shift to dynamic decision-making as a way to adapt to complex contexts. Originality/value This study adopts a global and inclusive approach to focus on OA and SI and flesh out a picture of the integration process. It proposes a dynamic process model to conceptualize the stage-wise nature of the PMI process by highlighting the interrelations between OA and SI dynamics.

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