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Barriers in post-merger integration in the real estate development companies in the United Arab Emirates : an AHP approach

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PL
Bariery integracji po fuzji w rozwoju firm deweloperskich w Zjednoczonych Emiratach Arabskich : podejście AHP
Języki publikacji
EN
Abstrakty
EN
The purpose of this paper is to explore various challenges a real estate development company may face during post-merger integration. Analytic hierarchy process (AHP) has been used to prioritize the barriers linked to mergers in the real estate companies in the United Arab Emirates (UAE). An AHP model was developed with 5 criteria and 29 sub-criteria based on the previous literature. Data were collected through interviews of 6 experts who were involved in the merger process of 2 major real estate development companies in the UAE. The data collected were interpreted and a priority vector was assigned to each criterion and sub-criterion. The findings reveal that strategy, business plan and budget followed by the training are the key challenges that is encountered during the post-merger in the UAE based real estate companies. Results are derived from a limited amount of empirical data only in one country; therefore, these cannot be generalized. This study provides an important technique for analyzing the barriers linked to mergers in real estate development companies which are considered as one of the economic engine of the UAE.
PL
Celem artykułu jest zbadanie różnych wyzwań, przed jakimi staje firma deweloperska podczas integracji po fuzji. Proces hierarchii analitycznej (AHP) został wykorzystany do ustalenia priorytetów barier związanych z fuzjami w spółkach nieruchomości w Zjednoczonych Emiratach Arabskich (ZEA). W oparciu o przegląd literatury, opracowano model AHP z 5 kryteriami i 29 podkryteriami. Dane zebrano w wywiadach z 6 ekspertami, którzy byli zaangażowani w proces fuzji dwóch dużych firm deweloperskich w Zjednoczonych Emiratach Arabskich. Zebrane dane zostały zinterpretowane i do każdego kryterium i podkryterium został przypisany wektor priorytetowy. Badania wskazują, że strategia, biznes plan i budżet, po których następuje szkolenie, są kluczowymi wyzwaniami, które napotykają podczas fuzji w spółkach deweloperskich w Zjednoczonych Emiratach Arabskich. Wyniki pochodzą z ograniczonej ilości danych empirycznych z jednego kraju dlatego nie można ich uogólnić. Badanie to stanowi ważną technikę analizy barier związanych z fuzjami w firmach deweloperskich, które są uważane za jeden z ekonomicznych motorów ZEA.
Rocznik
Strony
33--47
Opis fizyczny
Bibliogr. 39 poz., rys., tab.
Twórcy
  • College of Business, Abu Dhabi University, Abu Dhabi, UAE
  • College of Business, Abu Dhabi University, Abu Dhabi, UAE
Bibliografia
  • 1. Ahmad S.Z., Hussain M., 2016, The analytic hierarchy process of the decision-making factors of African students in obtaining higher education in the United Arab Emirates, “Compare A: Journal of Comparative and International Education”, 47(2).
  • 2. Al Dhaheri R., Jabeen F., Hussain M., Abu-Rahma A., 2017, Career choice of females in the private sector: empirical evidence from the United Arab Emirates, Higher Education, Skills and Work-Based Learning, 7(2).
  • 3. Angwin D., 2007, Motive Archetypes in Mergers and Acquisitions (M&A): The Implications of a Configurational Approach to Performance, Advances in Mergers and Acquisitions, Emerald Group Publishing Limited, 6.
  • 4. Bansal A., 2017, A revelation of employee feelings of alienation during post-mergers and acquisition: An outcome of perceived organizational justice, “Journal of Organizational Change Management”, 30(3).
  • 5. Bekier M.M., Shelton M.J., 2002, Keeping your sales force after the merger: Merging companies should look to their revenues, not just their cost, The McKinsey Quarterly, 4.
  • 6. Blake R.R., Mouton J.S., 1985, How to achieve integration on the human side of the merger, Organizational dynamics, 13(3).
  • 7. Blomstermo A., Johanson J., Pahlberg C., 2002, Företags internationaliseringsprocess-Lärande i nätverk, Lund, Studentlitteratur.
  • 8. Brannen M.Y., Peterson M.F., 2009, Merging without alienating: interventions promoting cross-cultural organizational integration and their limitations, “Journal of International Business Studies”, 40(3).
  • 9. Buiter J.E., Harris C.M., 2013, Post-Merger Influences of Human Resource Practices and Organizational Leadership on Employee Perceptions and Extra-Role Behaviors, “SAM Advanced Management Journal”, 78(4).
  • 10. Cartwright S., Cooper C.L., 1993, The role of culture compatibility in successful organizational marriage, “Academy of Management Executive”, 7(2).
  • 11. Cartwright S., Robertson S., Tytherleigh M., 2005, Are mergers always stressful? Some evidence from higher education sector, “European Journal of Work and Organizational Psychology”, 16(4).
  • 12. Chatterjee S., Lubatkin M.H., Schweiger D.M., Weber Y., 1992, Cultural differences and shareholder value in related mergers: Linking equity and human capital, “Strategic Management Journal”, 13(5).
  • 13. Datta D.K., 1991, Organizational fit and acquisition performance: Effects of post-acquisition integration, “Strategic Management Journal”, 12.
  • 14. Drake P.R., Lee D.M., Hussain M., 2013, The lean and agile purchasing portfolio model, “Supply Chain Management: An International Journal”, 18(1).
  • 15. Gomes E., Angwin D.N., Weber Y., Tarba S.Y., 2013, Critical success factors through the mergers and acquisitions process: revealing pre-and post-M&A connections for improved performance, Thunderbird International Business Review, 55(1).
  • 16. Gomes E., Weber Y., Brown C., Tarba S.Y., 2011, Mergers, Acquisitions and Strategic Alliances: Understanding the Process, USA & UK: Palgrave Macmillan.
  • 17. Graebner M., Heimeriks K., Huy Q.N., Vaara E., 2016, The Process of Post-Merger Integration: A Review and Agenda for Future Research, Academy of Management Annals, 11(1).
  • 18. Haspeslagh P.C., Jemison D.B., 1991, Managing acquisitions: Creating value through corporate renewal, New York: Free Press.
  • 19. Marks M.L., Mirvis P.H., 2010, Joining Forces: Making one Plus One Equal Three in Mergers, Acquisitions, and Alliances, John Wiley & Sons, Hoboken.
  • 20. Nahavandi A., Malekzadeh A., 1988, Acculturation in mergers and acquisitions, Academy of Management Review, 13(1).
  • 21. Olie R., 1994, Shades of culture and institutions in international mergers, Organization Studies, 15(3).
  • 22. Oudah M., Jabeen F., Dixon C., 2018, Determinants linked to family business sustainability in the UAE: An AHP approach, Sustainability, 10(1).
  • 23. Quah P., Young S., 2005, Post-acquisition management: A phase approach for cross-border M&As, “European Management Journal”, 23(1).
  • 24. Rafferty M.A., 2007, Managing change in biotech: Mergers and acquisitions, Nature Biotechnology, 25(6).
  • 25. Reynolds N.S., Teerikangas S., 2016, The international experience in domestic mergers - Are purely domestic M&A a myth? International Business Review, 25(1).
  • 26. Risberg A., 2001, Employee experiences of acquisition processes, “Journal of world business”, 36(1).
  • 27. Saaty T.L., 1983, Introduction to a modeling of social decision processes, Mathematics and Computers in Simulation, 25(2).
  • 28. Schraeder M., Self R.D., 2003, Enhancing the Success of Mergers and Acquisitions an Organizational Culture Perspective, Management Decision, 41(5).
  • 29. Schweiger D.M., Denisi A.S., 1991, Communication with employees following a merger: A longitudinal field experiment, “Academy of Management Journal”, 34(1).
  • 30. Schweiger D.M., Lippert R.L., 2005, Integration: The Critical Link in M&A Value Creation, [in] Stahl G.K., Mendenhall M.E. (Eds.), “Mergers and acquisitions: managing culture and human resources”, Stanford Business Books, Stanford, California.
  • 31. Schweiger D.M., Very P., 2001, The acquisition process as a learning process: Evidence from a study of critical problems and solutions in domestic and cross-border deals, “Journal of World Business”, 36(1).
  • 32. Schweiger D.M., Weber Y., 1992, Strategies for managing human resources during mergers and acquisitions: An empirical investigation, Human Resource Planning, 12(2).
  • 33. Senese J.A., 2007, Managing post-merger corporate culture: A case study of two mergers in the United States transportation industry, ProQuest Central: The Humanities and Social Sciences Collection. Ph.D. Dissertation.
  • 34. Thakur M., Bansal A., 2015, A framework of HR enablers for successful M&A integration, [in] Risberg A., King D.R., Meglio O. (Eds.), “The Routledge Companion to Mergers and Acquisitions”, Routledge Publications.
  • 35. Weber Y., 1996, Corporate Culture Fit and Performance in Mergers and Acquisitions, Human Relations, 49(9).
  • 36. Weber Y., 2015, Development and Training at Mergers and Acquisitions, Procedia - Social and Behavioral Sciences, 209.
  • 37. Weber Y., Rachman-Moore D., Tarba S.Y., 2012, Human resource practices during post-merger conflict and merger performance, “International Journal of Cross-Cultural Management”, 12(1).
  • 38. Weber Y., Tarba S.Y., Öberg C., 2014, A Comprehensive Guide to Mergers & Acquisitions: Managing the Critical Success Factors Across Every Stage of the M&A Process. Pearson & Financial Times Press
  • 39. Weber Y., Tarba S.Y., Reichel A., 2009, International acquisitions and acquisitions performance revisited - The role of cultural distance and post-acquisition integration approach, [in] Cooper C., Finkelstein S. (Eds.), Advances in Acquisitions and Acquisitions, 8, New York: JAI.
Uwagi
Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2019).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-8b12ad77-0956-4400-a3dd-0f4556308502
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