scholarly journals Multiple organizational identities and change in ambivalence: the case of a Chinese acquisition in Europe

2020 ◽  
Vol 33 (7) ◽  
pp. 1253-1275
Author(s):  
Anna Aleksandra Lupina-Wegener ◽  
Shuang Liang ◽  
Rolf van Dick ◽  
Johannes Ullrich
Keyword(s):  
Social Identity Theory ◽  
Single Case ◽  
Boundary Spanning ◽  
Multiple Identities ◽  
Identity Change ◽  
Manufacturing Firm ◽  
Content Type ◽  
Chinese Firm ◽  
Shared Identity ◽  
Organizational Identities

PurposeBuilding on social identity theory, the purpose of this paper is to examine how European managers construct their multiple identities after being acquired by a Chinese firm and to determine the key factors contributing to the changing dynamics of multiple organizational identities.Design/methodology/approachThe paper presents a qualitative, single case study of a Chinese acquisition of a European manufacturing firm at two points in time.FindingsWe find that multiple identities initially trigger ambivalence toward the acquisition, but over time, the ambivalence diminishes. The reduction of ambivalence results from concurrent integration and separation: a newly constructed boundary spanning the organization separates positive identities from negative ones, and integration interventions foster the development of a new, shared identity.Originality/valueThe findings reveal that organizational identity change is facilitated by the aligning of a post-merger identity with the acquired organization's historical identity and by creating an ambivalent boundary spanning identity.

scholarly journals Evolution of multiple organisational identities after an M&A event

2015 ◽  
Vol 28 (3) ◽  
pp. 333-355 ◽  
Author(s):  
Luigi De Bernardis ◽  
Luca Giustiniano
Keyword(s):  
Single Case ◽  
Multiple Identities ◽  
Content Type ◽  
Organizational Contexts ◽  
Organizational Identities ◽  
Sensemaking Process ◽  
Identity Based ◽  
Practical Implications ◽  
The Ideal

Purpose – The purpose of this paper is to examine the possible coexistence of single and multiple organizational identities (OIs) after mergers and acquisitions (M&A). In particular, it describes how the sensemaking process leads the acquired and acquiring companies to maintain multiple identities, even after the formal conclusion of the integration process. Design/methodology/approach – The paper presents a grounded study based on a single case study (M&A between a German chemical multinational and an Italian/Swiss pharmaceutical firm). Findings – While many previous studies suggest that the evolution of OI reduces ambiguity by providing multiple identities under a shared commonality, this paper shows that multiple identities might survive within the same “new entity.” Research limitations/implications – Despite being based on a single case, the paper argues that the choice of maintaining multiple identities may be even more appropriate than the tendency to converge toward one of the old ones or toward a new one. The “sense” that employees and managers give to the same “words,” as well as the “sense” that they make for them, mirrors the perception they have of the OI. Practical implications – The conclusions presented could help managers to facilitate sensemaking as a means of dealing with multiple OIs. Originality/value – Differently from the extant literature, the paper concludes by stating that striking a balance between single and multiple identities might provide the ideal platform for building a new identity based on plurality. When the two (or more) organizational contexts present some complementarities, the existence of multiple identities, and its inner ambiguity, is not a problem per se.

Lean Six Sigma in developing countries: evidence from a large Brazilian manufacturing firm

2018 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alisson Christian Scheller ◽  
Thayla T. Sousa-Zomer ◽  
Paulo A. Cauchick-Miguel
Keyword(s):  
Developing Countries ◽  
Six Sigma ◽  
Single Case ◽  
Current Approach ◽  
Lean Six Sigma ◽  
Multiple Sources ◽  
Manufacturing Firm ◽  
Content Type ◽  
Manufacturing Company ◽  
Failure Factors

Purpose Although the literature on Lean Six Sigma (LSS) implementation has evolved, a deeper understanding of the LSS practices applied in organisations in developing countries is needed. This paper aims to analyse LSS in a manufacturing company in the context of LSS implementation in an emerging economy. Design/methodology/approach This paper uses case-based research. Data collected in a large manufacturing company through multiple sources of evidence were triangulated to derive the findings. This paper analyses aspects related to the implementation of both programmes and their synergy, as well as some critical and failure factors. Findings The main results show that Lean and Six Sigma are applied separately in two different programmes. Some aspects that are necessary to increase the integration of both approaches were identified while considering each phase of the DMAIC and the current approach applied by the company. Although some positive results have been achieved, there are many critical and failure factors that may influence the implementation of both approaches, such as employee training and changes in the organisational environment. Finally, the comprehensive integration of both approaches needs to be undertaken by the company. Research limitations/implications The findings from this single case study cannot be generalised. Practical implications This paper may be used as a guiding reference for managers and consultants to help them when working towards more successful LSS implementation. Originality/value First, this paper investigates LSS in a manufacturing firm located in a developing country; this issue is still seldom addressed in the literature. Second, it may contribute to practitioners’ knowledge by delivering insights into a real context, as well as the relevant issues to be addressed when implementing LSS in similar contexts.

Analyzing disposition strategies in reverse supply chains: fuzzy TOPSIS approach

2018 ◽  
Vol 29 (3) ◽  
pp. 427-443 ◽  
Author(s):  
Rajesh Kumar Singh ◽  
Saurabh Agrawal
Keyword(s):  
Supply Chain ◽  
Literature Review ◽  
Supply Chains ◽  
Single Case ◽  
Cell Phones ◽  
Fuzzy Topsis ◽  
Reverse Supply Chain ◽  
Manufacturing Firm ◽  
Content Type ◽  
Reverse Supply Chains

Purpose The purpose of this paper is to explore the product disposition strategies in reverse supply chains and to develop a framework to prioritize these strategies for effective reverse supply chain implementation. Design/methodology/approach The disposition strategies, based on the literature review, were selected, and the fuzzy TOPSIS methodology had been applied for the prioritization of these disposition strategies. A case of cell phone manufacturing firm is discussed for the illustration and validation of the methodology. Three respondents from the firm helped in exploring the disposition strategies and data collection of the firm. Findings The results of the study show that dissemble and recycle is the most preferred disposition strategy for the firm. Redistribution of returned products after their refurbishing is second most prioritized disposition strategy. Landfill and incineration of cell phones is the last and least preferred option for the firm. Research limitations/implications The study will provide useful guidance to the firm for disposition decision making of cell phones returned to the firm. It will help academicians and practitioners for evaluating, improving, and benchmarking the disposition strategies for the disposition of returned cell phones. One of the limitations of the study is that it only considers the single case of manufacturing firm. In future, more case studies may be carried out for generalization of the results. Originality/value It is evident from the literature review that there are very few studies on disposition decisions in reverse supply chain. Also, disposition strategies for cell phones are first time being explored and prioritized. Hence, this study can be viewed as an attempt to increase the level of awareness on reverse supply chain issues.

Contributive roles of multilevel organizational learning for the evolution of organizational ambidexterity

2016 ◽  
Vol 29 (3) ◽  
pp. 647-667 ◽  
Author(s):  
Mengling Yan ◽  
Yan Yu ◽  
Xiaoying Dong
Keyword(s):  
Organizational Learning ◽  
Single Case ◽  
Organizational Ambidexterity ◽  
Strategic Learning ◽  
Content Type ◽  
Progressive Development ◽  
Chinese Firm ◽  
Scholarly Publications ◽  
Building Process ◽  
Four Levels

Purpose – The purpose of this paper is to reveal how organizational learning at the strategic and operational levels (i.e. strategic learning and business learning, respectively) contribute to the development of organizational ambidexterity along the growth of enterprises from an evolutionary view. Design/methodology/approach – The authors conducted a longitudinal single case study on Huawei – a leading Chinese firm in the telecommunication industry. Data were collected from various sources including interviews, senior speeches, scholarly publications, company magazines and other documents, and was analyzed in line with the principles of grounded theory. Findings – This research reveals that the case company (Huawei) constructed organizational ambidexterity with different foci during different development stages. The organization’s ambidextrous capability evolves over time, shifting from one domain to another. Such ambidexterity development was largely beneficial from the multilevel organizational learning at both the strategic level (focussing on the whole organization and long-term goals) and operational level (focussing on local interests and short-term goals). Originality/value – This paper represents one of the earliest works to uncover the ambidexterity building process from an evolutionary approach that requires the collection of longitudinal data. Also, the paper proposes a multi-level learning framework for ambidexterity building in practice. This framework distinguishes strategic learning from business learning and projects the two types of learning into learning at four levels-individual, team, intra-organizational, and inter-organizational, which can be leveraged to guide division of labor among hierarchical levels during the progressive development of ambidexterity.

Adding service means adding knowledge: an inductive single-case study

2015 ◽  
Vol 21 (3) ◽  
pp. 610-627 ◽  
Author(s):  
Luna Leoni
Keyword(s):  
Knowledge Management ◽  
Single Case ◽  
Scientific Progress ◽  
Future Research ◽  
Single Case Study ◽  
Management Tools ◽  
Manufacturing Firm ◽  
Content Type ◽  
Practical Implications

Purpose – The purpose of this paper is to explore how knowledge management systems can support the adoption of the servitization strategy in a manufacturing firm. Design/methodology/approach – In order to reach the paper aim, an inductive single-case study has been adopted. The analysis focuses on the IBM Corporation. Findings – In spite of the paucity of studies that simultaneously address both servitization and knowledge management topics, the case study findings show five connections points between the two streams of research, proving not only that they are closely connected to each other, but also how the adoption of a good knowledge management system can facilitate the implementation of a servitization strategy. Research limitations/implications – As far as the adoption of a single-case study is concerned, this could create biases that can affect the final product in terms of reliability, validity, and generalizability. However, as stated by Erickson (1986), the general lies in the particular and, as argued by Flyvbjerg (2006), the strength of a single example is underestimated in its contribution to scientific progress. Thus, even though this paper is based on a single-case study, it is reasonable to believe that it could be considered as a representative case of companies of the time and its findings sufficiently generalizable. Practical implications – Case study findings could guide managers towards understanding if their knowledge management tools and practices are appropriate, or if they need to be modified in order to successfully implement the servitization strategy adopted. Originality/value – This study represents the first attempt to fill the paucity of studies contemporaneously addressing both servitization and knowledge management topics, and could be used as a pilot case for future research works.

Productivity improvement and multiple management controls: evidence from a manufacturing firm

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Michael Güldenpfennig ◽  
Kim Sundtoft Hald ◽  
Allan Hansen
Keyword(s):  
Single Case ◽  
Management Control ◽  
Future Research ◽  
Passenger Cars ◽  
Productivity Improvement ◽  
Manufacturing Firm ◽  
Complete Control ◽  
Content Type ◽  
Study Approach

PurposeThe present paper explores the multiple management control systems (MCSs) involved in productivity improvement (PI) in manufacturing and how they interrelate. Research has largely neglected the multiplicity and interrelationships of these MCSs.Design/methodology/approachDrawing on an abductive case study approach, the authors collected empirical data from a global automotive supplier that produces complex systems for passenger cars. Recent PI activities are analysed to identify and explain the interrelationships among the multiple MCSs affecting these activities.FindingsThe study shows how a broad range of MCSs are involved in PI. The study identifies and explores both complementary and conflicting relationships among the MCSs and demonstrates how managers rely on a set of mechanisms to alleviate tensions and strengthen complementarities among these MCSs.Research limitations/implicationsAs this paper is based on a single case study, future research can contribute further generalisations (analytical and statistical) with respect to the MCSs involved in PI, how they are interrelated and which mechanisms managers use to manage their interrelationships.Practical implicationsManagers seeking to control and improve productivity should consider the complete control package and its interrelationships instead of focussing on each MCS separately.Originality/valueThe present paper contributes to the knowledge of the multiplicity and interrelationships of MCSs involved in PI and the type of managerial work required to manage their interrelationships.

Impact of leader adaptability on organizational change and adaptation: the case of Savecom Communication

2015 ◽  
Vol 9 (3) ◽  
pp. 213-231 ◽  
Author(s):  
Melody Seah ◽  
Ming Huei Hsieh
Keyword(s):  
Organizational Change ◽  
Family Firms ◽  
Single Case ◽  
Business Environment ◽  
Future Research ◽  
Chinese Family ◽  
Content Type ◽  
Business Context ◽  
Chinese Firm ◽  
The Impact

Purpose – This paper aims to explore the impact of leadership on organizational change and adaptability in a Chinese business context. Drawing on case data, this study seeks to uncover the factors that would predispose the leaders of Chinese family firms to initiate and implement organizational change and adaptation. Design/methodology/approach – This study is based on 16 in-depth interviews held with key informants from the case firm. Evidence is presented in the form of interview extracts. Findings – Research findings indicate that Chinese firm leaders can successfully facilitate organizational change by adapting their styles to match the changes in the business environment. Research limitations/implications – The issues identified are explored within a single case study setting, hence future research might replicate these findings to other samples or settings. Practical implications – To lead organizational change, leaders must first be able and willing to adjust their leadership styles to match the demands of their changing business environments. Originality/value – This paper adds insight to existing literature on leadership, organizational change and firm turnarounds. This paper also provides an in-depth insight into the factors that influence the leadership and management Chinese family firms.

Managing institutional differences for international outsourcing success

2015 ◽  
Vol 22 (3) ◽  
pp. 590-607 ◽  
Author(s):  
Revti Raman Sharma ◽  
Val Lindsay ◽  
Nikki Everton
Keyword(s):  
Value Chain ◽  
Small Firms ◽  
Single Case ◽  
International Outsourcing ◽  
Relational Governance ◽  
Manufacturing Firm ◽  
Content Type ◽  
Outsourcing Success ◽  
Institutional Differences ◽  
Diverse Context

Purpose – Most of the research on international outsourcing of value chain activities focuses on larger firms. The purpose of this paper is to fill an important research gap by exploring how small firms manage institutional differences to enhance their international outsourcing success. Design/methodology/approach – The paper uses data from interviews conducted with two managers of a small New Zealand apparel manufacturing firm who have over 35 years of combined experience with international outsourcing. The firm had both failed and successful experiences in its international outsourcing ventures. Findings are discussed in the context of the extant literature on international outsourcing. Findings – Small firms overcome institutional constraints they face in offshore locations by leveraging from their entrepreneurial skills, learning from failures and using a relational governance mode. This results in achieving performance targets and sustaining long-term relationships with suppliers, defined as international outsourcing success in this study. Research limitations/implications – The findings may not be generalised as they are based on a single case and cover only the client perspective. The study contributes to the offshoring literature from the perspective of smaller firms and calls for quantitative investigations to generalise the findings. Practical implications – The key implications include that small firms need to develop quality relationships and leverage from their unique entrepreneurial capabilities to enhance their success while outsourcing to relatively different institutional environments. Moreover, even a failed experience might help generate subsequent multiple successful ventures, if lessons are learned and behaviour adapted accordingly. Operating in emerging economies is much more challenging than managers from developed markets usually expect – thus the need for them to understand and prepare well before undertaking operations in these markets. Originality/value – With the rise of international outsourcing of value chain activities, the findings are useful to small firms aiming to achieve success in their outsourcing ventures in offshore locations. This study is one of only a few studies investigating small firms’ international outsourcing that examines both failure and success in an institutionally diverse context.

Business management in the football industry from a supply chain management perspective

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhaleh Memari ◽  
Abbas Rezaei Pandari ◽  
Mohammad Ehsani ◽  
Shokufeh Mahmudi
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Business Management ◽  
Relationship Management ◽  
Flow Management ◽  
Manufacturing Firm ◽  
Chain Management ◽  
Content Type ◽  
Proposed Model ◽  
Football Industry

PurposeTo understand the football industry in its entirety, a supply chain management (SCM) approach is necessary. This includes the study of suppliers, consumers and their collaborations. The purpose of this study was to present a business management model based on supply chain management.Design/methodology/approachData were collected through in-depth interviews with 12 academic and executive football experts. After three steps of open, axial and selective coding based on grounded theory with a paradigmatic approach, the data were analysed, and a football supply chain management (FSCM) was developed. The proposed model includes three managerial components: upstream suppliers, the manufacturing firm, and downstream customers.FindingsThe football industry sector has three parts: upstream suppliers, manufacturing firm/football clubs and downstream customers. We proposed seven parts for the managerial processes of football supply chain management: event/match management, club management, resource and infrastructure management, customer relationship management, supplier relationship management, cash flow management and knowledge and information flow management. This model can be used for configuration, coordination and redesign of business operations as well as the development of models for evaluation of the football supply chain's performance.Originality/valueThe proposed model of a football supply chain management, with the existing literature and theoretical review, created a synergistic outcome. This synergy is presented in the linkage of the players in this chain and interactions between them. This view can improve the management of industry productivity and improve the products quality.

Knowledge transfer roles of subsidiaries in MNCs’ networks

2019 ◽  
Vol 29 (4) ◽  
pp. 329-346 ◽  
Author(s):  
Cigdem Baskici
Keyword(s):  
Knowledge Transfer ◽  
Single Case ◽  
Research Question ◽  
Hierarchical Structures ◽  
Knowledge Flows ◽  
Consumer Electronics ◽  
Knowledge Network ◽  
Content Type ◽  
Knowledge Based

Purpose Although there have been a considerable number of studies regarding subsidiary role typology in multinationals’ management literature, there appear to be few studies that consider knowledge-based role typology from the network-based perspective. The purpose of this study is to fill this gap and extend the study of Gupta and Govindarajan (1991). Thus, the study focuses on answering the following research question: Do subsidiaries have different roles in terms of knowledge flows within a multinational company (MNC)? Design/methodology/approach This empirical study has been carried out as an explorative single case study. An MNC with 15 foreign subsidiaries headquartered in Turkey, which operated in the manufacturing of household appliances and consumer electronics, has been selected as the case. Knowledge transfer is analyzed in this MNC from the network perspective. Findings Four role typologies are detected for subsidiaries of the MNC: collector transmitter, collector diffuser, converter transmitter and converter diffuser. Research limitations/implications Findings of this study are specific to this case. Testing the findings in a sample consisting of subsidiaries of MNCs producing transnational products may contribute to the generalizability of these roles. Practical implications This study offers potentially important findings for MNC managers to use. First, in this study, knowledge flows' route could be defined within MNCs’ dual network. Second, role typologies could inform MNC managers to design their MNCs’ knowledge network. Originality/value The suggested typologies are expected to more accurately define the roles of subsidiaries within contemporary MNCs which are accepted to be transformed from hierarchical structures to network-based organizations.

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