By Sir Cary L Cooper, Professor of Strategy and Leadership at Tuck School of Business Sydney Finkelstein

"Advances in Mergers and Acquisitions" brings jointly a sequence of articles in this subject from lecturers around the globe with the expressed function of bettering our wisdom of the total M&A approach, from strategic research to integration. it's the variety of views particularly that creates a chance to profit from others, each one article representing a massive piece of the general puzzle, with the final word target being to spice up our figuring out of the determinants, method, and effects, of mergers and acquisitions.

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Additional info for Advances in Mergers and Acquisitions, Volume 4 (Advances in Mergers and Acquisitions) (Advances in Mergers and Acquisitions)

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The concept of dominant logic as defined by Grant (1988) appears reductionist. In attempting to objectivize the concept of dominant logic and by assigning it a priori dimensions (functions), Grant obfuscates the fact that consist in cognitive ties that must come from the players and not from a typology defined by researchers. Ginsberg (1990) claims that Grant, in attempting to organize the concept, has missed its essential character, which is the management team’s capacity to reconceptualize the strategic issues: Grant’s (1988) efforts have been helpful in linking Prahalad and Bettis’s framework to the existing economics-based literature, but they appear to sidestep its central contribution: a shift from business domain extension issues emphasized by economic-based theories to business domain construction issues emphasized by cognition-based theories.

Paris: Presses Universitaires de France. , & Th´evenot, L. (1991). ). Ed. Gallimard. , & Anthony, W. (1998). The influence of tacit knowledge and collective mind on strategic planning. Journal of Managerial Studies, X(2, Summer), 204–222. Chandler, A. D. (1977). ). Harvard University Press. , & Smith, C. (1987). The context and process of organizational transformation: Cadbury Limited in its sector. The Journal of Management Studies, 24(6), 565–594. , & Pasquero, J. (1999). Acquisition strategy and dominant logic in an engineering firm.

The constant references made by actors in Brokerage subsidiary A to the firm’s reputation, personalized service, and the development of sustained relations with customers are forms of domesticmerchant compromises reflecting its history. In contrast to Brokerage subsidiary A, Brokerage subsidiary B comprised a major proportion of new recruits and had little historical baggage. Consequently, its dominant logic reflected its industry (merchant) rather than its history. Evidence suggests that the organization’s history mitigates the influence of industrial membership.

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