Masters Degrees (Business Management)

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Browsing Masters Degrees (Business Management) by Subject "Acquisition integration -- Management"

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    Managerial and leadership considerations for the process of integrating small innovation acquisitions at the team level
    (Stellenbosch : Stellenbosch University, 2019-04) Anderson, Katelyn Ann; Human, Gert; Vlok, Awie; Stellenbosch University. Faculty of Economic and Management Sciences. Dept. of Business Management.
    ENGLISH SUMMARY : The subject of innovation inspires much inquiry due to its lucrative and strategic applications in industry, its exciting means of continually engaging consumers as well as its potential to create a desirable basis for a modern competitive advantage. The mergers and acquisitions (M&A) literature shows that these transactions are increasingly driven by innovation, which may be undertaken for the purpose of acquiring innovative value offerings, for instance. Scholars submit that commercialisable, innovative value offerings are most effectively created through an innovation execution process undertaken by a skilled innovation team. Among the prescriptions for developing this team is the undertaking of a small innovation acquisition. Yet, M&A are known for their high rate of failure; one common cause is the strategy and implementation of the post-acquisition integration process (PAIP), which is arguably the most problematic stage of the M&A process. Scholars advance that, for successful integration to be achieved, forms of both management and leadership are necessary. As the PAIP is a common cause of failure in M&A, it is likely necessary that this process of integrating the small innovation acquisition at the team level requires attention by the managers and leaders of the team. As it pertained to the team level of post-acquisition integration, the existing research was found lacking. As such, the study had the overarching aim to explore managerial and/or leadership considerations for the process of integrating small innovation acquisitions (with more than one individual) at the team level. A cross-case study was undertaken with three cases selected through purposive sampling; these cases availed five research subjects with managerial and/or leadership responsibilities in their teams to the study, all of whom acquiesced to participate anonymously. These cases are referred to as “Egypt”, “Greece” and “Rome” to protect the identity of the organisations, natural persons and innovations examined within these cases. The reviewing of literature led to devising an in-depth, semi-structured interview guide with which the research subjects were interviewed and probed. The data collected through the audio-recorded interviews was transcribed verbatim and analysed using interpretative phenomenological analysis. This presented eight key thematic findings that were of interest across two or more of the cases studied. The cross-case key thematic findings that emerged from the primary research were: unaltered process approach; relationship-building as integration; innovative teams need complementary skills; weekly meetings manage expectations; founder-only meetings; entrepreneurs want autonomy; team consensus; and technology readiness level. These were translated into recommendations for team level integration managers and leaders with a view to benefit future integrations. The main contribution of this study is in its exploration of an underrepresented area. Thus, it contributed findings regarding managerial and/or leadership considerations for team level integrations of small innovation acquisitions and served to initiate a dialogue about the subject. As M&A often fall prey to failure as a result of unsuccessful PAIPs, this study was undertaken to endeavour to further the collective knowledge of researchers and practitioners undertaking the PAIP, with a focus on integration at the team level. It identified how three cases of small innovation acquisitions, partial or full, can provide a starting point for enlightening other organisations. A failed innovation acquisition may lead to eroding the value of the investment as well as strained relationships with the acquired organisation. To honour the innovation that consumers will purchase and the individuals who made that value offering possible, small innovation acquisitions should be given more attention in future studies and practice.