Oecotrophologie · Facility Management (OEF)
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Insights from change management consulting: Linking the hard and soft side of change with heuristics
(2015)
Purpose.
Mergers & acquisitions (M&As) can be an effective way to expand into new markets or business opportunities. Yet, a considerable number of failed M&As can be attributed to disregarded human resource (HR) concerns. In particular, an organization’s leadership tends to hail the advantages of a merger or acquisition during the early stages, raising employees’ expectations (honeymoon effect). Many documented failures in such corporate transactions indicate organizational members’ declining satisfaction following a deal (hangover effect).
Design/methodology/approach. Drawing on in-depth interviews with senior M&A experts at a global big-four accountancy firm and focus group sessions with their respective clients, this study investigates in two cases the interplay between HR issues and M&A transactions and infers effective risk management actions.
Findings. A honeymoon hangover after a transaction may appear in organizations if HR issues are neglected. Study results provide notable implications for HR departments and HR professionals facing a merger or acquisition. These implications include (1) focusing on HR risks, (2) involving HR executives to manage the HR due diligence efforts, (3) setting up transition teams that communicate well, (4) creating policies for learning and knowledge sharing, (5) developing new competencies for the NewCo, (6) being sensitive to cultural differences and (7) considering legal aspects.
Originality/value. Although M&As have been much researched, relatively little has been written on practical managerial adaptation from a human resource perspective and its implications for organizational learning. This article helps address this imbalance by providing a people-oriented approach for effectively managing M&As from beginning to integration.
Research limitations/ implications. The two transactions studied revealed patterns that are important for successful change. However, we should not underestimate the individual perspective in M&As. Further studies with interview data directly from stakeholders are important to analyze further the relationships between HR due diligence, organizational learning, effective knowledge transfer, and culture. Due to our research approach, we cannot claim that the results can be generalizable to all major M&As. Further research is needed to measure the impact of the HR Due Diligence aspects outlined on M&A success.
Purpose. The purpose of this paper is to examine the successful implementation of a digital work method named Building Information Modelling (BIM) and make recommendations to help organizations better test and implement innovative work approaches. Learning experiences not only provide insights into the building sector, but also into any organization interested in culture and effective response mechanisms during technological change.
Design/methodology/approach.
By applying a critical incident technique, BIM experts at one mid-sized case organization were interviewed to examine the learning experiences from converting implementation intentions into actions. The information from these interviews was used to formulate a number of practical recommendations.
Findings. The interviews outlined the various development opportunities that implementing new digital methods may offer for senior management and staff. Investing in small projects that work and the corresponding behavioral change required, together with regular project reviews, all help to build unique capabilities and to frame a culture that supports organizational development.
Originality/value. The discussion of the various benefits and conditions under which new technology implementation can improve organizational learning provides practitioners with insights into how effectively to convert change intentions into action.
Purpose. Organization renewal through innovation represents a difficult managerial challenge in family firms. Our research reveals a framework for sustaining innovation capabilities through a perspective of value and process principles.
Design/methodology/approach. We examined findings from consulting projects in high performing family firms and literature from the areas of family firm strategy and leadership.
Findings. We describe how combining patterns of innovative organizations with patterns of high-performing family firms can help leaders to sustain innovation. This study indicates that a value- and process-driven perspective is important for effective innovation. In particular, the four value principles are continuity-, community-, connection- and command-related factors (4C’s). The four process principles, in turn, are profession-, project-, product- and purchaser-related factors (4P’s).
Originality/value. This paper is part of a wider study of innovative German family firms initiated in 2012. Our 4C’s and 4P’s framework suggests a practical means to better implement innovation by reconciling the firm’s innovation strategy, leadership behavior
and organizational learning.
Für viele Problemstellungen erscheinen interdisziplinäre Teams eine großartige Idee zu sein. Jedoch ist das Führen dieser Teams anspruchsvoll. Dies liegt an steigenden Anforderungen der Auftraggeber und unterschiedlichen Erwartungen der Teammitglieder zugleich. Aber wie können Teamleiter diesen zunehmend komplexen Anforderungen genügen? Dieses Buch bietet eine kompakte Einführung in die ergebnisorientierte Teamführung und hebt vier wesentliche Eckpunkte hervor, die die Wahrscheinlichkeit eines Teamerfolgs erhöhen können: Teamgeist für interdisziplinäre Arbeit, klare Kommunikation, stetiges vereinfachen, sowie kontinuierliches reflektieren und weiterentwickeln. Basierend auf aktuellen Ergebnissen der Teamforschung entwickelt das Buch einen praktischen Überblick für Führungskräfte, um ihre persönlichen Fähigkeiten weiterzuentwickeln und die bestehenden Ressourcen der Organisation besser zu nutzen.