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  • Emerald  (3)
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  • Emerald  (3)
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  • 1
    Online Resource
    Online Resource
    The succession dilemma in family firms: case study of a French company
    Emerald ; 2021
    In:  Journal of Business Strategy Vol. 42, No. 6 ( 2021-12-01), p. 406-411
    Details
    In: Journal of Business Strategy, Emerald, Vol. 42, No. 6 ( 2021-12-01), p. 406-411
    Abstract: The purpose of this paper is to highlight the major difficulties and challenges encountered during the crucial process of family succession. In this study, the authors list and analyze issues encountered by managers or by the CEO of a family business. Design/methodology/approach Using a single longitudinal real-time case study conducted over a period of 10 years in a French family business, this study identifies the challenges encountered during family succession. The authors were allowed to follow, over a long period, the planning of the CEO’s succession. Findings The authors identified six critical points in the succession process: planning succession development; favoring creation of financial value for the shareholders; investment policy, risk taking and time horizon of investments (growth); family employment policy (family private benefit); opening of capital and debt policy (external financing); and financing of capital reduction policy (external financing). Originality/value The paper highlights the difficulties, issues and questions encountered by an SME manager or by the CEO of a family business. The analysis gives insights into the deep nature of the family structure, by involving the notions of culture and organizations serving the performance of family businesses.
    Type of Medium: Online Resource
    ISSN: 0275-6668 , 0275-6668
    URL: Article
    DOI: 10.1108/JBS-04-2020-0078
    Language: English
    Publisher: Emerald
    Publication Date: 2021
    detail.hit.zdb_id: 2068174-4
    detail.hit.zdb_id: 605131-5
    SSG: 3,2
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    Online Resource
  • 2
    Online Resource
    Online Resource
    Intergroup dynamics in post-merger integration process
    Emerald ; 2022
    In:  European Business Review Vol. 34, No. 3 ( 2022-04-06), p. 431-450
    Details
    In: European Business Review, Emerald, Vol. 34, No. 3 ( 2022-04-06), p. 431-450
    Abstract: Intergroup dynamics between the acquirer and the acquired are determinants of post-merger integration success. Mergers and acquisitions scholars call for the adoption of new reading prisms to gain deeper insights on post-merger integration dynamics as the failure rate of mergers remains high. In mobilizing works from social psychology to examine intergroup dynamics, this study aims to respond to this call by shedding light on the post-merger integration process. Typologies of integration processes do not take into account intergroup dynamics that operate within the new entity, which are influencing the decision-making process. To better understand how firms achieve a successful integration (symbiosis), the authors propose a processual analysis of intergroup dynamics in post-merger integration. Design/methodology/approach The research approach is a qualitative, longitudinal enquiry, which allows us to examine intergroup dynamics in two real-time merger case studies. The integration processes selected for this research include symbiotic integrations. Both integration processes were analyzed over two years, starting with the merger agreement. Findings This study sheds additional light on the triggers for achieving symbiosis integration by demonstrating the specific role and contribution of each of the parties (majority and minority) during the process. This study shows that post-merger is a process that follows different steps to reach symbiosis, involving majority/minority dynamics. The symbiosis implies minority innovation by adopting new business and organizational practices, mainly inspired by the standards and values of the minority. The study highlights innovation by the minority as a key element in achieving a symbiotic integration. This element can be understood by managers involved in managing the integration as a turning point in the integration process. Research limitations/implications The authors investigated symbiotic integration in specific industries; questions can arise about the extent to which findings are transferable to other mergers and acquisitions contexts. Originality/value This study advances the understanding of the dynamics between the majority and minority in adopting a processual and longitudinal analysis. On that point, this study gains insights on the “black box” that represents post-merger integration process.
    Type of Medium: Online Resource
    ISSN: 0955-534X , 0955-534X
    URL: Article
    DOI: 10.1108/EBR-05-2021-0104
    Language: English
    Publisher: Emerald
    Publication Date: 2022
    detail.hit.zdb_id: 2025931-1
    SSG: 3,2
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    Online Resource
  • 3
    Online Resource
    Online Resource
    Corporate social responsibility as a legitimation strategy in a merger
    Emerald ; 2022
    In:  Management Decision Vol. 60, No. 3 ( 2022-02-22), p. 634-647
    Details
    In: Management Decision, Emerald, Vol. 60, No. 3 ( 2022-02-22), p. 634-647
    Abstract: The objective of the study is to explore legitimation dynamics in a public–private integration process and to gain insights on the specific role of CSR in triggering public–private logics. Design/methodology/approach Corporate social responsibility (CSR) is part of firms' strategy in gaining legitimacy from their stakeholders in a merger context. However, little is known about the role of CSR in triggering diverse dynamics from public or private logics during post-merger integration. This study aims at exploring the specific role of CSR in triggering such diverse logics. A qualitative research design based on a single case study of a public–private merger of two French listed companies in the urban planning sector was opted for. The analysis was pursued in real time from the signing of the agreement and then over two years. Findings The results show that public–private legitimation is a process that proceeds in stages. The authors emphasize the key factors that characterize it: align on external concerns: reflecting societal and institutional pressures (public legitimation); readapt to make sense internally in relation to the merger through managerial innovation (private legitimation) and CSR as a form of corporate self-storying: combining the social and societal aspects of CSR within the organization (hybrid legitimation). Three major actions were identified in activating a CSR legitimation strategy: identifying and responding to local needs; building a unified brand, culture, and employee commitment to the organization; and creating sustainable programs. Research limitations/implications The first major contribution is linked to triggers influencing legitimation dynamics and in particular the role of CSR operating as a legitimation strategy in the merger integration process. A second theoretical contribution is linked to the evolutionary nature of the post-merger integration process. The processual study shows how stakeholder legitimacy demands can escalate and change over time. Practical implications First, three major actions were identified as key steps in activating a CSR legitimation strategy (identifying and responding to local needs; building a unified brand, culture, and employee commitment to the organization; and creating sustainable programs). These missions can be understood as key steps for managers in implementing CSR within an organization in a post-merger integration context. Second, this study increases our comprehension of legitimation as a dynamic micro-process. The different stages described in the study can be considered by the managers involved in the merger process as learning experiences to understand the complex phenomenon that is the integration process. Originality/value This study enriches the legitimacy-as-process perspective in providing insights on the specific role of CSR in triggering public–private logics.
    Type of Medium: Online Resource
    ISSN: 0025-1747
    URL: Article
    DOI: 10.1108/MD-09-2020-1189
    Language: English
    Publisher: Emerald
    Publication Date: 2022
    detail.hit.zdb_id: 2023018-7
    SSG: 3,2
    Location Call Number Limitation Availability
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    Online Resource
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