Why do sustainable mergers fail to manage entrepreneurship?
Fecha de publicación
2019Cita bibliográfica
SARABIA, M., CRECENTE, F., y CASTAÑO, R. Why do sustainable mergers fail to manage entrepreneurship? Sustainability, 2019, ISSN 2071-1050, 11(2), 525
Palabras clave
Sustainable merger
Failure
Entrepreneur
Intangible values
Descripción
9 p.
Tipo de documento
info:eu-repo/semantics/article
Versión
info:eu-repo/semantics/publishedVersion
Versión del editor
https://doi.org/10.3390/su11020525Derechos
Attribution-NonCommercial-NoDerivatives 4.0 Internacional
Derechos de acceso
info:eu-repo/semantics/openAccess
Resumen
This paper proposes a conceptual model using four failed mergers (Federated -Fingerhut,
KCPL and Western Resources, Daimler–Chrysler and Alcatel–Lucent) and distinguishes two types of
dimensions: type of failure (tangible and intangible) and degree of failure (fixable and unfixable).
Using case studies as a research strategy and focusing on the Alcatel–Lucent merger, as an example of
an idiosyncratic type of “merger of equals”, the model identifies the entrepreneurial conflict variable
as a missed step for obtaining a sustainable merger process over time.
Ficheros en el ítem
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why_sarabia_IAESAR_2019.pdf | 534.7Kb |
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why_sarabia_IAESAR_2019.pdf | 534.7Kb |
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Colecciones
- IAES - Artículos [6]