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Looking at the other side of the fence: A comparative review of the mergers and acquisitions, and strategic alliances literaturesGomes, Emanuel; Alam, Sunbir; He, Qile; Nova School of Business and Economics, Universidade Nova de Lisboa, Portugal; Department of Physical Geography and Ecosystem Science, Lund University, Sweden; University of Derby (Emerald Publishing Limited, 2021-09-29)Over the last few decades, management has witnessed a proliferation of research on mergers and acquisitions (M&A) and strategic alliances (SAs). Although both fields have been widely studied, the relationship between the two bodies of literature has not been sufficiently explored. Despite the enormous commonality between both phenomena in terms of the drivers behind them and of the critical success factors associated with the M&A and alliance process management, scholars from the two fields have rarely exchanged findings and insights, even though they may be highly relevant to each other. M&A and SA research remain mostly separated from each other, thus minimizing the ability for more mutually beneficial complementary and synergetic knowledge sharing effects. This chapter synthesizes and compare existing theoretical perspectives from the M&A and SA literatures and identifies opportunities for future research and knowledge cross fertilization between the two fields. Building upon previous review studies about M&A and SA literatures, we develop a comparative longitudinal review of both literatures published in top management journals over a 27 year period. For that purpose, we resort to machine learning algorithms to discover thematic patterns that may have gone unnoticed by using traditional review methods. By highlighting some of the shortcomings that limit our theoretical and practical understandings, we challenge scholars from both fields (M&A and SA) to go beyond what they think they know from compartmentalized received theory, and draw upon novel and meaningful ideas, concepts, and theoretical approaches from “the other side of the fence”. We believe that such a dialog will facilitate further theoretical exploration and empirical investigation of both phenomena and produce insights that will influence the practical management of M&A and SAs.
Strategic alliance research in the era of digital transformation: perspectives on future researchHe, Qile; Meadows, Maureen; Angwin, Duncan; Gomes, Emanuel; Child, John; University of Derby; Coventry University; University of Nottingham; Universidade Nova de Lisboa, Portugal; University of Birmingham (Wiley, 2020-05-21)The emerging digital transformation in the 21st century is rapidly and significantly changing the business landscape. The fast-changing activities, expectations and new modes of collaboration suggest it is time to review the current theoretical insights from Strategic Alliance (SA) research, which are based on assumptions from a different era. We therefore aim to stimulate multidisciplinary debate and theoretical reflections to better understand emerging paradoxes and challenges that contemporary firms face in the formation, evolution and dissolution of strategic alliances. Specifically, we offer alternative visions of SA research and suggest fresh applications or supplements of existing theoretical perspectives and research methods that can better address research questions that are emerging from an era of digital transformation.