Post-Acquisition Integration: The Effect of Vision Communication on the Development of an Integration Capability and Alleviation of Task Uncertainties
(2017) ENTN39 20171Department of Business Administration
- Abstract (Swedish)
- Methodology: The method used is a single case study in a high tech company in Sweden, leader in network camera market. This work is a qualitative research, in which an inductive method and deductive analysis has been applied. Grounded-theory techniques have been used; eight semi-structured interviews were conducted-carefully and objectively selected following purposive sampling.
Theoretical perspectives: The concept under study is integration capability under the scope of ‘dynamic capabilities’, along with communication and uncertainties. The first concept is approached in a context of external corporate venturing for innovation, in which firms need to integrate acquired companies for competence building. In order to extend this concept,... (More) - Methodology: The method used is a single case study in a high tech company in Sweden, leader in network camera market. This work is a qualitative research, in which an inductive method and deductive analysis has been applied. Grounded-theory techniques have been used; eight semi-structured interviews were conducted-carefully and objectively selected following purposive sampling.
Theoretical perspectives: The concept under study is integration capability under the scope of ‘dynamic capabilities’, along with communication and uncertainties. The first concept is approached in a context of external corporate venturing for innovation, in which firms need to integrate acquired companies for competence building. In order to extend this concept, the concept of communication of a vision studied in entrepreneurship literature and strategic management has been connect. Therefore, the aim is to operationalize integration capability concept, and analyze the effect of vision communication in task uncertainties during integration processes.
Conclusions: Firms engage in an acquisition strategy as a mode of external corporate venturing, with the aim to innovate through reconfiguration of resources and competences. The integration is fundamental for the value capture process but it is highly complex as it requires task and human integration. Thus, firms develop a set of learned patterns that governs systematic execution of integration efforts, called ‘integration capability’. This work demonstrates that firms operationalize an integration capability through learning mechanisms such as codification, articulation and experiential learning. Furthermore, communication of the vision constitutes a generalizable task that has a double effect of alleviating task uncertainties during in Integration processes, and enhancing integration capability building. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/8910058
- author
- Mossal, Rebekka LU and Martinez, Maria Daniela LU
- supervisor
- organization
- course
- ENTN39 20171
- year
- 2017
- type
- H1 - Master's Degree (One Year)
- subject
- keywords
- External corporate venturing, mergers and acquisitions, integration of acquisitions, integration capability, dynamic capability, communication, vision communication, task uncertainty
- language
- English
- id
- 8910058
- date added to LUP
- 2017-06-28 10:47:56
- date last changed
- 2017-06-28 10:47:56
@misc{8910058,
abstract = {{Methodology: The method used is a single case study in a high tech company in Sweden, leader in network camera market. This work is a qualitative research, in which an inductive method and deductive analysis has been applied. Grounded-theory techniques have been used; eight semi-structured interviews were conducted-carefully and objectively selected following purposive sampling.
Theoretical perspectives: The concept under study is integration capability under the scope of ‘dynamic capabilities’, along with communication and uncertainties. The first concept is approached in a context of external corporate venturing for innovation, in which firms need to integrate acquired companies for competence building. In order to extend this concept, the concept of communication of a vision studied in entrepreneurship literature and strategic management has been connect. Therefore, the aim is to operationalize integration capability concept, and analyze the effect of vision communication in task uncertainties during integration processes.
Conclusions: Firms engage in an acquisition strategy as a mode of external corporate venturing, with the aim to innovate through reconfiguration of resources and competences. The integration is fundamental for the value capture process but it is highly complex as it requires task and human integration. Thus, firms develop a set of learned patterns that governs systematic execution of integration efforts, called ‘integration capability’. This work demonstrates that firms operationalize an integration capability through learning mechanisms such as codification, articulation and experiential learning. Furthermore, communication of the vision constitutes a generalizable task that has a double effect of alleviating task uncertainties during in Integration processes, and enhancing integration capability building.}},
author = {{Mossal, Rebekka and Martinez, Maria Daniela}},
language = {{eng}},
note = {{Student Paper}},
title = {{Post-Acquisition Integration: The Effect of Vision Communication on the Development of an Integration Capability and Alleviation of Task Uncertainties}},
year = {{2017}},
}