What makes the ""Advances in Mergers and Acquisitions"" series stand out is its focus on all three characteristics that make up this research field - studies from scholars in different countries, with different research questions, relying on different theoretical perspectives.
Such a broad, and inclusive, approach to mergers and acquisitions is not easily replicated in academic journals, with much narrower mandates and metrics. The collections published each year provide cutting edge ideas by leading scholars on a global scale. Doing so not only broadens the questions
being studied, but also helps researchers consider the inter-relationships among different perspectives. In the final analysis, the best way to build understanding around a topic as diffuse as mergers and acquisitions is to be both integrative, and expansive, in choice of research questions and
theoretical underpinnings. ""Advances in Mergers and Acquisitions"" offers this unique perspective, not easily found elsewhere, that will help scholars think about mergers and acquisitions in new ways, building our knowledge base on this critical topic.
In this volume, leading scholars from North America, Europe, and Asia come together to explore new dimensions of the business models topic paying particular attention to the modelling dimension - what this means, how modelling should be approached, how business models are manipulated, how they
become iconic, and why they are embedded in heuristics. These ideas are a new departure for the literature that allows more solid theorizing about the role of business models in conceptions of strategy and strategizing. It also allows the demand side perspective (customers and their engagement) to
become clearer, so linking academic writing more clearly to events in the digital economy. Our volume also examines business models and change. It explores how the business model perspective increases our understanding of micro and macro change processes - in particular, the critical question of how
to achieve scale and scope, and the difference between social and other business models, how business models vary over the industry cycle and how different levels of management contribute to business model innovation.
The "cognitive foundations" of strategy have received increased attention in recent years. The last decade has witnessed a dramatic rise in empirical studies that seek to document the role of cognition in strategic outcomes, and in theoretical work that seeks to systematize this
relationship. Drawing on psychological foundations in general, and on cognitive representation, framing, and categories in particular, this research has made significant progress, yet remains in a pre-paradigmatic phase where polysemy and terminological variety are still the norm.This volume has two
goals. First, it intends to attract a representative sample of the most significant empirical and theoretical developments in the field of cognition and strategy. Second, it intends to take stock of these developments by proposing a preliminary synthesis of the disparate advances in this field.
This volume of Technology, Innovation, Entrepreneurship and Competitive Strategy is devoted to research aimed at understanding success and failure factors of mergers and acquisitions in entrepreneurial firms. Research topics offer insights into the relationships of performance factors in all stage
of M&As, such as planning, negotiation and post-merger integration. Contributions are multidisciplinary and cross-cultural, and tackle key issues from a variety of theoretical and empirical perspectives.
Dr Carsten Linz, Prof. em Dr. Gnter MllerStewens, Alexander Zimmermann
Many companies are relying on a business model that is fundamentally suited to a different era. Now, organizations are under pressure from new trends such as digitization and servitization. Trying to adapt to a new environment, they risk relying on improvements that only scratch the surface of
developing a radically different value proposition. Based on rigorous research into companies that have successfully and radically redesigned their business models, Radical Business Model Transformation shows why they made the leap, what they had to do to achieve it and how it has transformed the
potential for their organizations. This book is a step-by-step guide for leaders who want to seize the opportunity of new business models and gain a competitive advantage. It explains how to assess the status quo, identify the value of future business models and develop a transformation path. It
also provides advice on how to involve both the leadership team and all other employees in order to implement successful business model transformation. Illustrative case studies of organizations that have crossed the line to a more transformative business range from exponential-growth companies like
Netflix and global players like Xerox, SAP and Daimler to mid-sized hidden champions like Knorr-Bremse and LEGIC. Radical Business Model Transformation is essential reading for business leaders, transformation experts and MBA students interested in ensuring that their business model is future-proof
and can withstand the new proliferation of innovations that are set to transform the business landscape. Online supporting resources include a business model transformation calculator to help design your transformation path.