Should Acquiring Firms Pursue More Than One Value Creation Strategy? An Empirical Test of Acquisition Performance
- 09 Avril
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- Articles scientifiques
Enhancing the Role of Participatory Scenario Planning Processes: Lessons from Reality Check Exercises
- 29 Mars
- Marchand
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- Section: Fil de veille -
- Articles scientifiques
Source: Futures, In Press, Accepted Manuscript, Available online 28 January 2011
Arnab, Chakraborty
This paper critically assesses a series of scenario planning exercises in the Washington Metropolitan region and the State of Maryland within a broad and evolving framework of participatory planning. Reality Check, as the exercises were called, were a daylong set of activities using tools that encouraged stakeholder participation to develop scenarios focused on long-term regional sustainability. The paper draws upon planning theory, participant reactions, media reports, post-exercise outcomes and author's experiences of shaping the process. It illustrates how the model was adapted to multiple scales and contexts, and variations in desired technical complexity. The paper concludes that such processes have...
Mise à jour le Jeudi, 05 Mai 2011 15:41
Cultural Evaluations in Acquired Companies: Focusing on Subjectivities
- 09 Avril
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- Section: Fil de veille -
- Articles scientifiques
In 1988, Nahavandi and Malekzadeh suggested that differences between acquired and acquiring companies' cultures did not necessarily cause members of the former to evaluate the acquirers' cultures negatively. Although their work was widely cited, the questions of how members of acquired companies form their cultural evaluations and what drives the evaluation dynamics remain unexplored. We attribute this to the lack of a theoretical language in the acquisition literature for talking about the subjectivities of the people in the acquired companies and their understanding of cultures. In this paper, we extend Nahavandi and Malekzadeh's work by introducing a conceptualization of subjectivity based on a post-structuralist perspective, as constituted by various discourses in their environment. In three cases of acquired companies, we explore the discursive frames employees use to form their cultural evaluations, and the links between these discursive frames and the employees' accounts of immediate events, in order to understand the changes in cultural evaluations over time. The findings indicate (i) a temporal aspect in people's use of different discursive frames to construct their cultural evaluations, and (ii) that the shifts in the use of discursive frames lead to changes in cultural evaluations.
Mise à jour le Vendredi, 15 Avril 2011 19:54
When Cooperation is the Norm of Appropriateness: How Does CEO Cooperative Behaviour Affect Organizational Performance?
- 09 Avril
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On the Power and Poverty of Critical (Self) Reflection in Critical Management Studies: A Comment on Ford, Harding and Learmonth
- 09 Avril
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- Section: Fil de veille -
- Articles scientifiques
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