Customer‐specific synergies and market convergence

We use an analytical model to study the effects of customer‐specific synergies, i.e., synergies that arise when firms sell multiple products to the same customers. At the firm level, we show that the profitability of a customer‐specific synergy depends upon cross‐market correlation of customer preferences, differs when the synergy is cost‐based versus differentiation‐based, and can even be negative when the synergy is kept proprietary to a single firm. We also show that returns to imitating such a synergy may decline as it strengthens. At the industry level, we find that exploiting customer‐specific synergies causes endogenous market convergence at a point that depends upon whether the synergy is cost‐based or differentiation‐based and whether it is imitated. Copyright © 2015 John Wiley & Sons, Ltd.     

Ansätze und Ergebnisse anglo-amerikanischer M&A-Forschung

Based on a review of established U.S. management journals (1995–2003), six schools of thought are identified within the Anglo-American M&;A research: “Capital Market”, “Principal/Agent”, “Industrial Organization”, “Organizational Behavior”, “Human Resources” and “Strategic Management”. The literature review shows that the definition of M&;A success, the methods applied, and insights from empirical research differ according to the respective school of thought. Empirical studies focus on the resource combinations of merger partners, the specific circumstances of merger negotiations, and on integration management as antecedents of merger performance. Unfortunately, empirical findings have not yet provided reliable explanations for M&;A success. Based on the current state of Anglo-American M&;A research, the authors discuss implications for business practice, identify research gaps, and propose areas for future research.     

Markteintrittstiming von Telekommunikationsdiensteanbietern

Zusammenfassung Die vorliegende Studie analysiert für 87 Neuprodukteinführungen (NPE) und Auslandsmarkteintritte (AME) von Telekommunikations(TK)-Diensteanbietern in Deutschland, zu denen 42 Schlüsselinformanten in einer schriftlichen Befragung Auskunft gaben, (1) inwieweit deren zeitliche Eintrittspositionierung durch Marktcharakteristika und Unternehmensressourcen erkl?rbar ist sowie (2) inwieweit und gegebenenfalls unter welchen unternehmensexternen und -internen Situationsbedingungen deren Markteintrittstiming mit dem wahrgenommenen Eintrittserfolg assoziiert ist. Ein früher Markteintritt wurde dann realisiert, wenn die Wettbewerbsintensit?t im adressierten Gesch?ft niedrig und das Budget für den Expansionsschritt überdurchschnittlich ausfielen. Zwischen dem Markteintrittstiming und der Beurteilung des Eintrittserfolgs bestand ein nicht monotoner, umgekehrt U-f?rmiger Zusammenhang: Frühe Folger wiesen signifikant bessere Erfolgswerte auf als Pioniere und sp?te Folger, deren Erfolgsniveaus nicht signifikant divergierten. In einer Industrie, die durch starke externe Netzeffekte gepr?gt ist, fallen offenbar die Nachteile eines Markteintritts als Pionier oder sp?ter Folger st?rker ins Gewicht als die Vorteile dieser beiden zeitlichen Eintrittspositionierungen. Unabh?ngig vom Markteintrittstiming wurden NPE/AME von TK-Unternehmen als erfolgreicher eingestuft, wenn sie sich in einen Markt mit stark wachsender Nachfrage und aufeinander abgestimmt (re)agierenden Wettbewerbern mit qualitativ überdurchschnittlichen, abw?rtskompatiblen, erprobbaren und wenig erkl?rungsbedürftigen TK-Diensten engagierten.      

Fully quantitative predictive maintenance/inspection planning optimization for chemical process plant components

Predictive maintenance/inspection planning and fitness-for-service analyses are being applied more frequently to address the effect of component aging affecting plant reliabibility. Component aging is one of the critical issues in an increasingly competitive environment, especially in plant components built and installed during the 50s and 60s. Maintenance optimization is also a critical issue for components, such as those that operate in the creep regime, and therefore age quickly. Maximizing the value received for each predictive maintenance/inspection dollar is the key. This article introduces the use of decision analysis to unite engineering analysis and economic evaluation for decision making. To illustrate this idea, examples of this approach applied to chemical facility components will be presented. In addition, the concept of priority-ranking multiple component maintenance/inspectio projects having maintenance budget and safety constraints in a way that maximizes Net Present Value, will be presented.     

More Than Rocket Science: A Case for Differentiated Leadership Development

Drawing on the research of Edwin Friedman (2007) in his book, A Failure of Nerve: Leadership in the Age of the Quick Fix, we explain the importance of developing differentiated leadership in groups and organizations of all sizes and types. According to Friedman, the leadership process is plagued by the fallacies of self, expertise, and empathy. These fallacies lead to an over reliance on data, low tolerance of ambiguity, anxiety, and a superficial comfort in togetherness, all of which upset the emotional balance in the leadership process. Using examples from rocket science, biology, and social psychology, we suggest that in order to combat these common dysfunctions, leadership development programs should be aimed at developing leaders who represent a nonanxious, self‐regulating presence. The goal of the current paper is to expand leadership development concepts and ideas to include practices that make groups and organizations more psychologically safe and enriching for all stakeholders.