scholarly journals Improving the M&A success rate: identity may be the key

2020 ◽  
Vol 41 (1) ◽  
pp. 50-57
Author(s):  
Mahendra Joshi ◽  
Carol Sanchez ◽  
Paul Mudde
Keyword(s):  
Organizational Identity ◽  
Identity Management ◽  
Organizational Outcomes ◽  
Identity Integration ◽  
Content Type ◽  
Integration Strategy ◽  
Performance Issues ◽  
New Variables ◽  
Practical Implications ◽  
A Performance

Purpose The purpose of this paper is to build a model of mergers and acquisitions (M&A) performance drawing from the concept of organizational identity theory. The paper proposes that successful performance of an M&A is dependent upon two things, namely, the alignment of the organizational identities of the two merging firms and the method used to integrate them. Design/methodology/approach This is a conceptual paper based on current research and uses multiple real-world examples of M&A to elaborate the proposed model and highlight scholarly and practical implications. Findings The paper explains that the similarity of the identities of the merging organizations has a significant impact on the performance of the combined entity. Furthermore, the integration method used by the merged firms influences the success of the merged entity. The use of an identity approach helps unravel new variables impacting M&A performance. Research limitations/implications A limitation of the paper is that it does not address how, over time, identity management can overcome the resistance of two merging entities. In addition to testing the proposed relationships, further research can explore these identity dynamics in unraveling an M&A performance. Practical implications This paper highlights the importance of evaluating identity as an element of an M&A due diligence. Practitioners should be aware of the dangers of signaling one identity integration strategy but using contradictory actions in implementation. Social implications Given the importance of identity in a variety of organizational outcomes, the paper is timely in integrating the organizational identity (OI) concepts in understanding M&A performance issues. Originality/value Given the importance of identity in a variety of organizational outcomes, the paper is timely in integrating the OI concepts in understanding M&A performance issues.

A model of mobile technologies acceptance for knowledge transfer by employees

2017 ◽  
Vol 21 (5) ◽  
pp. 1053-1076 ◽  
Author(s):  
Michal Kuciapski
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Conceptual Model ◽  
Mobile Devices ◽  
Mobile Technologies ◽  
Intention To Use ◽  
Content Type ◽  
Model Based ◽  
New Variables ◽  
Practical Implications

Purpose Although mobile devices are ubiquitous among employees, their awareness and readiness to use mobile technologies for competence development is still not widespread and therefore requires further exploration. The purpose of this study is to propose a conceptual model based on the unified theory of acceptance and use of technology (UTAUT) to explain the determinants that affect employees’ intention to use mobile devices and software for knowledge transfer during the process of knowledge management. Design/methodology/approach A conceptual model based on the UTAUT with new variables concerning relative usability (RU) and user autonomy (UA) and new connections between the determinants was developed as a result of a subject matter literature review. A structural equation modelling approach was used to validate the model on the basis of data collected via a survey collected from 371 employees from 21 sectors, both public and private. Findings The UTAUT model extended by new variables like RU and UA explains employee acceptance of mobile technologies for knowledge transfer reasonably well. New proposed variables highlighted that the usability of technology compared to other solutions and user autonomy in the selection and the use of applications have the strongest impact on the employees’ intention to use mobile devices and software for knowledge transfer. Research limitations/implications This model explains the 55 per cent behavioral intention of employees to use mobile technologies for knowledge transfer. Even though it is quite high in terms of acceptance theories, some new variables should be explored. Furthermore, study does not verify whether m-learning acceptance for knowledge transfer is sector-specific. Practical implications Mobile technologies used for knowledge transfer by employees should allow for high UA through their ability to select solutions that they find convenient, use of preferred platforms, personalize applications and utilize devices and software in various environments. They should not be simplified and should have the same functionality and efficiency of use as alternative solutions like web and desktop applications, even if additional effort to learn them would be required. Mobile technologies that take into account UA and RU support the process of employees capturing, distributing and effectively using knowledge. Originality/value The elaborated model provides a valuable solution with practical implications for increasing mobile technologies acceptance for knowledge transfer. The study results contribute both to knowledge management and technology acceptance research fields by introducing two new determinants for the acceptance of technologies in knowledge transfer, such as UA and RU with several additional connections between existing UTAUT variables.

Developing organizations: a system of enquiry, action and learning

2017 ◽  
Vol 31 (1) ◽  
pp. 12-14
Author(s):  
Wayne Graham
Keyword(s):  
Health Services ◽  
Small Business ◽  
Organizational Development ◽  
Design Methodology ◽  
Action Learning ◽  
Organizational Outcomes ◽  
Business Owners ◽  
Content Type ◽  
Business Practitioners ◽  
Practical Implications

Purpose This paper aims to demonstrate the applicability of an action learning model to improve organizational outcomes. Design/methodology/approach This paper extends previous work by applying the system of enquiry, action and learning (SEAL) model using an action research methodology to a small business operating in the health services industry. Findings The SEAL model is a useful approach to introduce small business practitioners to the principles of organizational development (OD). Research limitations/implications The application is limited to one small business, and subsequent studies could apply the model to more organizations that operate in industries other than health services. Practical implications Business owners from this study and previous studies have found the model to be useful in the improvement of organizational outcomes. Originality/value The SEAL model is a simplified model that introduces principles of OD and has provided value to the business owners of this study.

Organizational cynicism in policing

2017 ◽  
Vol 40 (1) ◽  
pp. 86-98 ◽  
Author(s):  
Georgina Enciso ◽  
Jon Maskaly ◽  
Christopher M. Donner
Keyword(s):  
Police Officers ◽  
Organizational Outcomes ◽  
Latent Growth ◽  
Police Recruits ◽  
Content Type ◽  
Organizational Cynicism ◽  
Curve Modeling ◽  
National Police ◽  
Practical Implications ◽  
Over Time

Purpose The purpose of this paper is to examine organizational cynicism (OC) among new police officers. Specifically, this paper investigates what factors are predictive of baseline levels of OC among police recruits and the growth of cynicism over time in these young officers. Design/methodology/approach The data for this study are drawn from Phase I of the National Police Research Platform. Latent growth curve modeling is used to analyze data on 760 police recruits across five geographically diverse training academies within three distinct time periods (first day of academy, just before graduation, and six months post-graduation) to assess the development of OC in new police officers. Findings Several variables, including gender, race, and relations in policing exerted significant effects on a baseline level of OC and on growth in cynicism over time. Practical implications OC is an important topic for police administrators. Cynicism among employees can lead to undesirable organizational outcomes such as low job morale and satisfaction. Thus, it is important for police administrators to better understand the development and growth of OC in its personnel, particularly in new police officers. Originality/value This study builds on previous research and investigates an understudied topic in the literature by assessing the development and growth of OC among new police officers.

Going the extra mile

2019 ◽  
Vol 28 (2) ◽  
pp. 18-20
Keyword(s):  
Organizational Citizenship ◽  
High Performance ◽  
Organizational Outcomes ◽  
Role Expectations ◽  
Psychological Climate ◽  
Citizenship Behaviors ◽  
Content Type ◽  
Pertinent Information ◽  
Hr Managers ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Employees are increasingly demanded to perform beyond their daily role expectations, in order to create effective organizational outcomes and gain competitive advantage. Performing organizational citizenship behaviors (OCBs) can lead to positive outcomes. To increase such behaviors, HR managers can use high-performance human resource practices (HPHRPs) which demonstrate investment in employees. Employees then perceive a more positive psychological climate (PC) in the workplace and are likely to reciprocate by investing more of themselves and increasing work engagement (WE) and motivation. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Bridging organizational identity and reputation messages online: a conceptual model

2016 ◽  
Vol 21 (2) ◽  
pp. 195-212 ◽  
Author(s):  
Nell C. Huang-Horowitz ◽  
Karen Freberg
Keyword(s):  
Conceptual Model ◽  
Organizational Identity ◽  
Design Methodology ◽  
Content Type ◽  
Qualitative Review ◽  
Proposed Model ◽  
Potential Applications ◽  
Value Model ◽  
Exploratory Procedure ◽  
Practical Implications

Purpose – The purpose of this paper is to propose a conceptual model that can be used to bridge organizational identity and reputation messages. The proposed model may help organizations more-effectively build and maintain both their desired identity as well as reputation. Design/methodology/approach – The qualitative and exploratory procedure was used to develop a model for simultaneously managing and measuring both identity and reputation messages. The process of conceptualizing an exploratory, qualitative value model begins with identifying relevant concepts and measures. A qualitative review of reputation and identity scholarship was examined for recurring themes and concepts. These themes were then used to formulate the identity and reputation functions and value measures. Findings – The proposed conceptual model presents characteristics and attributes that scholars and practitioners may need to consider when managing an organization’s identity and reputation messages online. The paper also presents potential applications of the model. Practical implications – The proposed qualitative value model, if further tested and quantified, has three potential applications: integrating identity and reputation messages across multiple platforms; telling stories reflective of both identity and reputation messages; and determining the value of attribution across contingencies. Originality/value – Considering the interrelated nature of identity and reputation messages, it is necessary to formulate a model delineating how the two may be bridged with one another. By proposing the conceptual model for how organizations may be able to align their identity messages with reputation messages, this paper hopes to establish a more conscious connection between the identity and reputation scholarship.

Development of a sustainable brand identity model: fostering the implementation of SDGs in the Brazilian power sector

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Adriana Cristina Ferreira Caldana ◽  
Marina Lourenção ◽  
Caroline Krüger ◽  
Adriana Fiorani Pennabel ◽  
Neusa Maria Bastos Fernandes dos Santos
Keyword(s):  
Identity Management ◽  
Participant Observation ◽  
Model Development ◽  
Brand Identity ◽  
Marketing Theory ◽  
Power Sector ◽  
Content Type ◽  
Theoretical Contribution ◽  
Identity Model ◽  
Practical Implications

PurposeThis study aims to develop a sustainable brand identity model to help organizations align their managerial practices to sustainable development goals (SDGs) and examine its applicability for a Brazilian electrical sector company.Design/methodology/approachA systematic qualitative review of the literature was carried out to provide a theoretical basis for the attributes chosen to compose the sustainable brand identity management (SBIM) model. To apply the model, the authors collected the data from internal and public domain documents, semi-structured in-depth interviews and non-participant observation of the company's work environment.FindingsThe first SBIM model was developed. The Brazilian power sector company implemented sustainable actions related to most of the models' attributes, contributing to the SDGs. A research agenda was presented.Research limitations/implicationsThe theoretical contribution is provided toward brand identity and sustainability literature with the sustainable brand identity model development and the conceptual explanation regarding its attributes.Practical implicationsThe practical implications are provided from the model application to an electrical company leading to some managerial suggestions that might be used to companies willing to align their practices to sustainability.Originality/valueThe studies on SDG and brand identity models were analyzed in order to create the first SBIM model. This article extends the concept of the brand identity of marketing theory by linking its core to sustainability actions, so far not addressed in academic studies.

Making organizations more effective through organizational socialization

2014 ◽  
Vol 1 (3) ◽  
pp. 261-280 ◽  
Author(s):  
Alan Saks ◽  
Jamie A. Gruman
Keyword(s):  
Human Resource ◽  
High Performance ◽  
Organizational Socialization ◽  
Organizational Outcomes ◽  
Strategic Human Resource Management ◽  
Organizational Level ◽  
Content Type ◽  
Newcomer Adjustment ◽  
High Performance Work System ◽  
Practical Implications

Purpose – The purpose of this paper is to consider the potential effects of organizational socialization on organizational-level outcomes and to demonstrate that organizational socialization is an important human resource (HR) practice that should be included in research on strategic human resource management (SHRM) and should be part of a high-performance work system (HPWS). Design/methodology/approach – This paper reviews the research on SHRM and applies SHRM theory and the ability-motivation-opportunity model to explain how organizational socialization can influence organizational outcomes. The implications of psychological resource theories for newcomer adjustment and socialization are described and socialization resources theory is used to explain how organizational socialization can influence different indicators of newcomer adjustment. Findings – An integration of SHRM theory and organizational socialization research indicates that organizational socialization can influence organizational outcomes (operational and financial) through newcomer adjustment (human capital, motivation, social capital, and psychological capital variables) and traditional socialization/HR outcomes such as job satisfaction, organizational commitment, job performance and reduced turnover. Practical implications – In this paper the authors describe the socialization resources that organizations can use to facilitate newcomer adjustment to achieve newcomer and organizational outcomes. Originality/value – This is one of the first papers to integrate the organizational socialization literature with SHRM theory and to explain how organizational socialization can influence organizational outcomes.

The fuzziness of mindsets

2016 ◽  
Vol 24 (4) ◽  
pp. 673-691 ◽  
Author(s):  
Robert P. French II
Keyword(s):  
Historical Development ◽  
Design Methodology ◽  
Organizational Outcomes ◽  
Accurate Assessment ◽  
Review Of Literature ◽  
Content Type ◽  
Conceptual Paper ◽  
Practical Implications ◽  
Mindset Theory

Purpose The purpose of this paper is to explore conceptualizations of mindset across disciplines with particular attention to scholars’ care in defining and operationalizing the construct of mindset. Theories of mindset have witnessed increased attention through a variety of disciplines for their applicability as processes with the potential to influence individual and/or organizational outcomes. Exploration of mindset conceptualizations and characterizations reveal substantial divergences. Design/methodology/approach This conceptual paper generally examines the utilization of mindset constructs via a multidisciplinary review of literature and specifically details three mindset theories (implemental and deliberative, global and growth and fixed mindsets) to illuminate such disparities. Findings This paper categorizes the significant variations of the mindset construct and research via three distinct streams. Each stream highlights knowledge as instrumental in the mindset construct; however, the ways in which varying aspects of knowledge, knowledge mechanisms or knowledge as a component of an individuals and/or organization’s identity correspond to the inherent presuppositions of varying articulations of mindset theory and praxis. Practical implications Effectively influencing an individual and/or organization’s mindset necessitates an accurate assessment of the mindset construct. Further, evaluating the applicability of mindset research and/or feedback from a consultant warrants attention to the assumptions undergirding the mindset construct. Originality/value Generally, mindset studies and theories have scantly attended to both the historical development of mindset research as well as divergences in the research record within and across disciplines. This paper attempts to address this deficiency. Further, this paper appears to be the first attempt to compare and identify varying conceptualizations and characterizations of mindset theory and, therefore, identifies previously unidentified assumptions.

How leadership styles influence organizational outcomes: an empirical study in Vietnamese SMEs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dat Tien Le ◽  
Selvarajah Christopher ◽  
Thuy Thi Thu Nguyen ◽  
Hong Thi Thanh Pham ◽  
Phuong Thi Lan Nguyen
Keyword(s):  
Leadership Styles ◽  
Corporate Culture ◽  
Small And Medium Enterprises ◽  
Organizational Outcomes ◽  
Staff Retention ◽  
Structured Interviews ◽  
Content Type ◽  
The Impact ◽  
Practical Implications ◽  
Vietnamese Culture

PurposeThe purpose of this paper is to investigate the impact of leadership styles on different organizational outcomes and value structure such as: overall business performance, working style, motivation and trust of employees, management efficiency and corporate culture in the context of Vietnamese small and medium enterprises (SMEs).Design/methodology/approachThe authors perform a qualitative analysis and gather data by conducting conversational semi-structured interviews with 51 SME managers from different industries. Data were analyzed using a step-by-step approach following Creswell.FindingsThe study explores the effects of leadership styles on various organizational outcomes. Given the features of SMEs, it sheds light on the significance of leadership styles in changing work environment, increasing staff retention, and promoting the viability of SMEs. It also discusses the selection of leadership styles in accordance with Vietnamese culture.Practical implicationsThis study has practical implications on human resource management in the context of SMEs. SME managers, training providers and support agencies may utilize the research outcomes to raise the awareness of SMEs leaders. Based on the research findings, appropriate training programs should be developed to assist managers in tackling major problems.Originality/valueAlthough several previous studies have tried to investigate the influence of leadership styles on organizational outcomes, this is the first research to explore the topic in the context of SMEs and in conjunction with the Vietnamese culture.

Sifting the Big Five: examining the criterion-related validity of facets

2016 ◽  
Vol 3 (1) ◽  
pp. 2-22 ◽  
Author(s):  
Wendy Darr ◽  
E. Kevin Kelloway
Keyword(s):  
Big Five ◽  
Personnel Selection ◽  
Organizational Outcomes ◽  
Measurement Development ◽  
Organizational Research ◽  
Interpersonal Dynamics ◽  
Content Type ◽  
Personality Variables ◽  
Big Five Model ◽  
Practical Implications

Purpose – The purpose of this paper is to review organizational research on the criterion-related validity of the Big Five model of personality with a view to examine the organizational utility of facet measures of personality. Design/methodology/approach – A literature review of studies that use personality traits to predict organizational outcomes in three domains: performance (task and contextual), deviance, and interpersonal dynamics (leadership, team cohesion). Findings – The authors identify 15 specific facets drawn from the Big Five model that appear to have demonstrated criterion-related validity in the prediction of organizational outcomes. Practical implications – Results of the analysis suggest the utility of using facet-specific measures in organizational applications such as personnel selection. Originality/value – Although there is a substantial literature speaking to the validity of the Big Five traits, the study identifies specific facets that may provide a basis for more focused use of personality variables in organizations. The work also provides the basis for further measurement development of occupationally relevant personality measures.

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