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1 – 3 of 3Claude-Hélène Mayer and Rudolf M. Oosthuizen
This chapter contributes to building empirical evidence in the field of positive intercultural management (PIM) of new technological changes and diversity in transnational…
Abstract
This chapter contributes to building empirical evidence in the field of positive intercultural management (PIM) of new technological changes and diversity in transnational organizational settings. Findings from a study conducted at a transnational engineering company are presented, showing how managers manage technological innovation in the organization through PIM and leadership. A Four-Stage I4.0 Management Model is proposed.
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Rudolf R. Sinkovics, Noemi Sinkovics, Yong Kyu Lew, Mohd Haniff Jedin and Stefan Zagelmeyer
The purpose of this paper is to examine operational-level implementation issues regarding mergers and acquisitions (M&As) in general, and resource combination and integration at…
Abstract
Purpose
The purpose of this paper is to examine operational-level implementation issues regarding mergers and acquisitions (M&As) in general, and resource combination and integration at the functional marketing level in particular.
Design/methodology/approach
The paper introduces four factors (i.e. collaboration, interaction, marketing synergy, and the realignment of marketing resources) that support successful M&A marketing integration and enhance overall M&A performance.
Findings
The results indicate that marketing synergy and the realignment of marketing resources contribute significantly to the extent of integration. At the same time, the authors find a significant but negative relationship between the interaction dimension and the speed of integration.
Originality/value
The cultural integration of firms that feature different management styles and organizational cultures has been recognized as a particularly challenging aspect of cross-border M&As. This study explains factors that contribute to effective marketing integration in M&As.
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