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dc.contributor.authorColman, Helene Loe
dc.contributor.authorLunnan, Randi
dc.date.accessioned2012-09-03T14:19:08Z
dc.date.available2012-09-03T14:19:08Z
dc.date.issued2011
dc.identifier.issn1557-1211
dc.identifier.urihttp://hdl.handle.net/11250/93610
dc.descriptionThis is the authors’ final, accepted and refereed manuscriptno_NO
dc.description.abstractThis study tells the story of two acquisitions made by a company the authors call Multifirm. Multifirm acquired two targets, Datagon and Teknico. The Datagon employees immediately identified with Multifirm, and the integration process was characterized by few conflicts and satisfied employees. The Teknico employees, on the other hand, failed to identify with Multifirm, and the integration process was fraught with disruptions and conflicts. Contrary to the conventional wisdom of identity threats, Multifirm reported that more value was created from the acquisition of Teknico than from Datagon. In this article, we try to understand why this was the case.no_NO
dc.language.isoengno_NO
dc.publisherSage Publicationsno_NO
dc.subjectmergers and acquisitionsno_NO
dc.subjectvalue creationno_NO
dc.subjectidentityno_NO
dc.subjectlearningno_NO
dc.titleOrganizational identification and serendipitous value creation in post acquisition integrationno_NO
dc.typeJournal articleno_NO
dc.typePeer reviewedno_NO
dc.source.pagenumber839-860no_NO
dc.source.volume37no_NO
dc.source.journalJournal of Managementno_NO
dc.source.issue3no_NO
dc.identifier.doi10.1177/0149206309354645


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