Customer roles in M&A integration
PublikationArtikel (med peer review)
Öberg, C. (2018). Customer roles in M&A integration. International Studies of Management & Organization, 48(1), 43-70. DOI: 10.1080/00208825.2018.1407084
Öberg, C. (2018). Customer roles in M&A integration. International Studies of Management & Organization, 48(1), 43-70. DOI: 10.1080/00208825.2018.1407084
The article describes and discusses what roles customers play in M&A integration. Based on studies of eight domestic and international M&As, it is concluded that customers may: (1) limit integration intentions; (2) be reasons for pre-integration reconsiderations; (3) be used as an argument against integration; (4) not act according to integration intentions; and (5) actively work against integration. Customers’ actual activities, as well as how the M&A parties believe and argue that customers will act, impact the integration. The article highlights how integration is an embedded activity where actions, assumptions and argumentation impact integration. The findings contribute to research on M&As by pointing to how customers impact decisions and outcomes in M&A integration, and by describing integration as an iterative process with several impacting parties.
2023
Technovation, 123, 102722.
The development of the sharing economy has resulted in a plethora of sharing economy business models. This paper takes its motivation from the increased variety of sharing economy business models to develop a typology of sharing economy business model transformations. It does so through creating a timeline of the sharing economy development, capturing business model configurations as activity systems along that development, and tracing mechanisms affecting sharing economy business model transformations. The paper thereby interlinks the sharing economy development on the phenomenon level with transformations of its business models. The paper contributes to past research by presenting a systematic account of the development of the sharing economy and its resulting business model configurations and by developing a typology focusing on the types of changes that have transformed the sharing economy business models and resulted in the plethora of business models.
The article can be accessed here.
2023
Technovation, 123, 102712.
New trends in innovation management may require new research methods. Social media analytics (SMA)—a method for capturing and analyzing data from user-generated content published on online platforms—has emerged as a complement or even alternative to more traditional research methods. This article systematically reviews and assesses the use of SMA and its potential for innovation management research. Our results show that use of SMA is still in an emergent phase, although it has become increasingly popular over the past decade. Our literature review illustrates that SMA provides new opportunities for innovation management scholars to enhance customer-, market-, technology-, and society-focused innovation research in several ways. In this paper we develop a research agenda and suggest areas for future research using SMA in innovation management.
The article can be accessed here.
(2022).
Digital Business, 100048.
Trust is intimately connected with relational interactions, but does it also have a role to play in transactional exchanges? How would it differ? While trust has been discussed extensively in sharing economy research, the focus has been on trust cues created in exchanges between strangers, thereby approaching trust empirically rather than theoretically. Focusing on user trust, this paper investigates how trust constructs from relational interactions manifest in the sharing economy. This paper bridges sharing economy research with trust as a theoretical construct to investigate the well-established variables of ability, benevolence and integrity as components of trust in the sharing economy. The paper is based on a questionnaire survey of 175 users of Uber’s co-driving service UberPop. Descriptive and regression analyses were conducted focusing on user trust in the platform and providers. The findings indicate how trust in transactional exchanges is shaped differently compared with trust in relational interactions. User trust in providers, which diminishes over time, is based on emotional traits, while user trust in the platform is based on functional components. The platform and providers thereby complement each other in terms of the trust created. This paper contributes to research on trust by focusing on trust in transactional exchanges, and to research on the sharing economy by investigating trust based on theoretical constructs.
