In search of strategic assets through cross-border merger and acquisitions: evidence from Chinese multinational enterprises in developed economies

Drawing on multiple cases of cross-border merger and acquisitions (CBMAs) by Chinese multinational enterprises (CMNEs), we investigate their search of strategic assets in developed economies (DEs). It is a received view that CMNEs use CBMAs to access strategic assets in DEs so as to address their latecomer disadvantages and competitive weakness. This paper aims to identify the nature of strategic assets that sought after by CMNEs and the post-CBMA integration approach, a partnering approach, adopted in enabling access to these assets. The findings reveal that CMNEs possess firm-specific assets that give them competitive advantages at home and seek for complementary strategic assets in the similar domain, but at a more advanced level. The partnering approach helps securing these strategic assets through no or limited integration, giving autonomy to target firm management team, retaining talents and creating synergy

nD modelling: Industry uptake considerations

Purpose – The purpose of this paper is to identify the key enablers and obstacles to the effective adoption and use of nD modelling technology. Design/methodology/approach – This paper explores the feasibility of industry absorbing and diffusing nD modelling technology by considering key technology transfer issues; namely, organisational direction, inter-organisational networks and the knowledge characteristics of technology. Findings from semi-structured interviews around a diagnostic technology transfer framework are used to offer implications for theory and practice. Findings – The results from 15 survey interviews indicate that construction professionals appreciate the potential significant benefits of nD modelling technology, but at present, nD modelling technology is seen as too embryonic; too far removed from construction firms' “comfort zones”; requiring too much investment; and, containing too many risks. Originality/value – The paper stresses that the challenge for nD modelling technology, along with any new technology, is to shift from its “technology push” emphasis, to a more balanced “market orientated” stance, which allows the technology to be shaped by both strategic design concerns, and day-to-day operational needs. If this trajectory is pursued, nD modelling technology could have a positive future

Dynamic Capability Building through partnering: An Australian Mobile handset case Study

Dynamic capabilities are increasingly seen as an organisational characteristic for innovation and are regarded as a source of competitive advantage. In a quest for sustainability, service organisations are partnering with their stakeholders, and subsequently are aptly bringing innovation in services to market. Most of existing empirical research regarding dynamic capabilities seeks to define and identify specific dynamic capabilities, as well as their organizational antecedents or effects. Yet, the extent to which the antecedents of success in particular dynamic capabilities, contribute to innovation in service organisations remains less researched. This study advances the understanding of such dynamic capability building process through effective collaboration, and highlights the detailed mechanisms and processes of capability building within a service value network framework to deliver innovation in services. Deploying a case study methodology, transcribing interviews with managers and staff from an Australian telco and its partnering organisations, results show that collaboration, collaborative organisational learning, collaborative innovative capacity, entrepreneurial alertness and collaborative agility are all core to fostering innovation in services. Practical implications of this research are significant, and that the impacts of collaboration and the dynamic capabilities mentioned above are discussed in the context of a mobile handset case study

An integrated core competence evaluation framework for portfolio management in the oil industry

Drawing upon resource-based theory, this paper presents a core competence evaluation framework for managing the competence portfolio of an oil company. It introduces a network typology to illustrate how to form different types of strategic alliance relations with partnering firms to manage and grow the competence portfolio. A framework is tested using a case study approach involving face-to-face structured interviews. We identified purchasing, refining and sales and marketing as strong candidates to be the core competencies. However, despite the company's core business of refining oil, the core competencies were identified to be their research and development and performance management (PM) capabilities. We further provide a procedure to determine different kinds of physical, intellectual and cultural resources making a dominant impact on company's competence portfolio. In addition, we provide a comprehensive set of guidelines on how to develop core competence further by forging a partnership alliance choosing an appropriate network topology

Action learning as an enabler for successful technology transfer with construction SMEs

There is an increasing demand for construction companies to adopt and use new technologies. At the same time universities are increasingly being called upon to assist with ‘technology transfer’ through positive engagement with industry. However, there is little literature investigating technology transfer from the perspective of small construction companies which make up the overwhelming majority of firms in the sector. This paper contributes to this developing area by providing a literature review of technology transfer and proposing a holistic system required for success. Building upon this review it assesses the potential use of action learning as a means of providing this holistic solution and, in so doing, promoting technology transfer and improving the links between higher education institutions (HEIs) and the construction industry. The assessment is made through a literature review of action learning in construction and an analysis of results from the national Construction Knowledge Exchange (CKE) initiative which uses an action learning methodology to assist HEIs in supporting local construction small and medium-sized enterprises (SMEs). The initial results show that this innovative approach, has been successful in creating synergies between academic and business worlds, helping HEIs to communicate more effectively with businesses and vice versa. However, the results indicate that innovations which small construction companies tend to more successfully adopt are those which can contribute to the business in a quick, tangible fashion, and which can be dovetailed into existing rganisational capabilities. This is found to be in marked contrast to the relevant literature which depict large companies operating in more complex networks, drawing upon them for new tacit and explicit technologies which support more long term, formal technology strategies, and which often complement some form of specialised internal research and development capability. The implication for policy is that any technology transfer initiatives need to appreciate and actively manage the different motivations and capabilities of small and large construction companies to absorb and use new technology

Mergers and acquisitions in the construction industry: an exploratory study

Mergers and Acquisitions (M&A) are major strategic initiatives undertaken by many organisations. Within the construction context, these have been used, amongst others, to accelerate growth, reduce the effects of the construction cycle, enter into new markets, and spread risk. During the last decade, M&A were recognised as the preferred vehicle for expansion into the global construction market. Major European and international construction organisations use mergers or acquisitions to increase their geographical coverage and business portfolio. Mergers and Acquisitions impact on a number of organisational dimensions ranging from `soft' issues such as organisational culture to `hard' issues such as IT integration. Four specific aspects of mergers and acquisitions are investigated within this thesis. These are as follows: Strategy, Business Portfolio and Performance Measurement of construction organisations and the impact of M&A on subsequent performance; the Acquisition Strategy adopted for entering emerging markets such as Central and Eastern Europe; the Impact of Mergers and Acquisitions on construction companies' Information Systems and Information Technology (IS/IT); and an Investigation of Knowledge Management Strategies for organisations that have undergone mergers and acquisitions. The thesis adopts a qualitative research methodology. An extensive literature review was conducted on mergers and acquisitions with particular emphasis on its use within the construction sector. The literature review provided a sound basis for theory development and identified areas in which further understanding was requiired. A multiple case study approach was selected for each of the four aspects studied and the data was obtained using semi-structured interviews. Based on the case study data, analysis and discussion were conducted resulting in conclusions for each of the four aspects investigated. The research concluded that Mergers and Acquisitions were an important vehicle for construction organisations to achieve growth, and expand geographically into new markets and new sectors. However,. the implications of mergers and acquisitions need to be understood and the processes . before, during and after the merger or acquisition is finalised need to be carefully planned and communicated to the relevant parties. Mergers and Acquisitions'- can offer' tremendous advantage to an organisation and several recommendations are made regarditig how the process may be improved within the construction context

Ahead of the Curve: Insights for the International NGO of the Future

International NGOs have a unique and important role to play in addressing today's complex global challenges. But few of them are living up to their full potential. With support from the Hewlett Foundation, FSG researched how the most innovative INGOs are adapting to the disruptions in the global development sector and embracing four approaches to create greater impact

Skills for sustainable growth: summary of responses to a consultation on the future direction of skills strategy

Skills for Sustainable Growth: a consultation on the future direction of skills strategy ran for twelve weeks, from 22 July to 14 October 2010. It outlined the Government’s principles for the skills system and acknowledged that further education and skills would not be untouched by action to reduce the deficit. It therefore asked for views on how best to deliver the various elements of the strategy in a context of less public money and as a joint-enterprise with individuals, communities and employers