Business integrations are certainly an important source of opportunities for firms but also a particularly challenging managerial task. Business integrations are usually conceived for achieving technical and strategic complementarities but often fail at delivering the expected value as the importance the post integration phase is undervalued. This article follows the construction of Innova Group, from a medium national player to a multinational group. Through an in depth qualitative study we show how the persistence of identities, knowledge and practices inhibit the achievement of an effective integration and of the expected advantages. Moreover we show how the visual representation of cognitive models of organizational members in strategy maps offers important benefits as for the reciprocal understanding and strategy development.

Le mappe strategiche per vincere le resistenze all’integrazione aziendale

VEDOVATO, Marco;BAGNOLI, Carlo
2014-01-01

Abstract

Business integrations are certainly an important source of opportunities for firms but also a particularly challenging managerial task. Business integrations are usually conceived for achieving technical and strategic complementarities but often fail at delivering the expected value as the importance the post integration phase is undervalued. This article follows the construction of Innova Group, from a medium national player to a multinational group. Through an in depth qualitative study we show how the persistence of identities, knowledge and practices inhibit the achievement of an effective integration and of the expected advantages. Moreover we show how the visual representation of cognitive models of organizational members in strategy maps offers important benefits as for the reciprocal understanding and strategy development.
File in questo prodotto:
Non ci sono file associati a questo prodotto.

I documenti in ARCA sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.

Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/10278/42441
Citazioni
  • ???jsp.display-item.citation.pmc??? ND
  • Scopus ND
  • ???jsp.display-item.citation.isi??? ND
social impact