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In the interest of the nation: Swedish fika

PublikationArtikel (med peer review)
Christina Öberg

Sammanfattning

This commentary explores the untapped potential of incorporating Swedish fika into culinary culture and gastronomy tourism, emphasizing its significance in destination branding and product value offerings. It integrates the social, temporal, spatial, and symbolic aspects of Swedish fika from a multidisciplinary perspective, to provide a holistic view that can guide the exploration of culinary culture and daily practices into enhancing perceived values across offerings. Described as a national interest, Swedish fika is deeply intertwined with values of democracy, open atmospheres, and agenda-free meetings, creating positive associations in branding

Öberg, C., Larson, M., & Scander, H. (2024). In the interest of the nation: Swedish fika. International Journal of Gastronomy and Food Science, 37, 101003.

Liknande innehåll

The importance of network studies on mergers and acquisitions
BokkapitelPublikation
Öberg, C.
Publiceringsår

2024

Publicerat i

D. R. King & O. Meglio (Eds.), A research agenda for mergers and acquisitions (pp. 123–142). Edward Elgar Publishing.

Sammanfattning

Merger and acquisition (M&A) research can benefit from methods incorporating networks, which consist of three or more interconnected actors, as analytical units. I highlight the significance of networks for future research. By conceptualizing business transactions within a network framework, a deeper understanding of how M&As are influenced by and influence other business transactions is possible, as is the role of social networks and capital for M&As. For example, it recognizes the importance of considering the reactions of others for performance outcomes and how social networks impact likelihoods for M&As. Adopting networks as analytical units in M&A studies uncovers new motives, integration challenges, and performance measures. Network effects exist across the M&A process, as power dynamics influence negotiations with suppliers or positioning an acquiring firm relative to its competitors. Integration also involves managing reactions that either enhance or hinder efficiency gains. Performance encompasses reactions and their effects.

Exploring the interplay of corporate and ecosystem change
Artikel (med peer review)Publikation
Öberg, C.
Publiceringsår

2024

Publicerat i

Journal of Strategy and Management

Sammanfattning

Purpose – Corporate changes not only impact the firms involved but also have consequences for their ecosystems. However, the existing literature on ecosystem change is limited. This paper describes and discusses the interconnected patterns between corporate and ecosystem change, shedding light on the various forms these changes take.

Design/methodology/approach – The empirical part of the paper is based on the case study of two previously merged organizations’ separation.

Findings – The paper reveals intensifying and dissipating change patterns, illustrating the linkages between rapid and gradual corporate and ecosystem changes within and across various ecosystem spheres. Three spheres are conceptualized: sphere of control, sphere of interdependency and sphere of negotiation, each indicating a separate change pattern.

Originality/value – The contribution of this paper lies in its discussion on interconnected corporate and ecosystem changes, offering valuable insights for situating corporate change within the ecosystem and establishing a vocabulary for ecosystem change. Moreover, through the empirical study of a corporate divorce, the paper enhances our understanding of this specific form of change.

A Typology on Business Model Integration
Artikel (med peer review)Publikation
Öberg, C.
Publiceringsår

2024

Publicerat i

Thunderbird International Business Review

Sammanfattning

Currently, we are witnessing firms engaging in acquisitions to explore new business models. However, despite operating within similar industry sectors, integrating these business models can be challenging. Beyond the mere integration of operational aspects, this paper argues that business model integration should encompass two crucial dimensions: the integration of market architectural strategies and the assimilation of mindsets that drive market operations. The paper constructs a typology for business model integration, grounded in the integration of market architectural strategies, and mindsets and illustrates the types through international acquisition examples. The paper contributes to existing research by exploring integration within the context of business model acquisitions. The division into market architectural strategies and mindset advances past understanding of business models. The conceptualization of “value-creation culture” extends the boundaries of past acquisition research and underscores the significance of mindsets associated with new business models.

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