Ending-competence in business closure

Business closure and ending-competence are highly relevant concepts in a globalizing world economy where structural change is common. However, ending-competence in business closure situations is a rarely studied phenomenon, and prior theoretical development is modest. In this paper a conceptual model of ending-competence in business closure is developed. A case study examination of a business closure, involving a car manufacturing plant owned by Mitsubishi Motors Australia Ltd., allows further development of the model. The model consists of four elements: (1) earlier experiences of ending; (2) an understanding of different types of commitment; (3) the interdependence between parties; and (4) coordinating and timing the ending. The model illustrates the different roles played by upper and operational management during a closure process. An understanding of ending-competence is important to managers of large firms and to educators of future managers. © 2011.Virpi Havila and Christopher J. Medli

A new research agenda for managing socio-cultural integration

Post-acquisition socio-cultural integration has received increasing attention from both scholars and practitioners since the early 1990s. During the past decade, research has increasingly focused on emotions and identity in mergers and acquisitions. This chapter introduces the reader to the vibrant research field and its relevance. This section sets the scene for the book, which provides a deeper understanding of how emotions—both positive and negative—as well as values and identity enable a deeper socio-cultural integration after a merger or acquisition, and how leadership plays a crucial role in making it all happen. This chapter also highlights how the Nordic approach to post-acquisition socio-cultural integration refers to a large community of Nordic academics focusing on the softer social and human side of acquisition, often relying on a huge variety of qualitative methods, and to Nordic companies that are not afraid of adopting a more collaborative approach to post-acquisition integration

IMG 305 - PEMBUNGKUSAN MAKANAN NOV.05.

We discuss the use of Agent-based Modelling for the development and testing of theories about emergent social phenomena in marketing and the social sciences in general. We address both theoretical aspects about the types of phenomena that are suitably addressed with this approach and practical guidelines to help plan and structure the development of a theory about the causes of such a phenomenon in conjunction with a matching ABM. We argue that research about complex social phenomena is still largely fundamental research and therefore an iterative and cyclical development process of both theory and model is to be expected. To better anticipate and manage this process, we provide theoretical and practical guidelines. These may help to identify and structure the domain of candidate explanations for a social phenomenon, and furthermore assist the process of model implementation and subsequent development. The main goal of this paper was to make research on complex social systems more accessible and help anticipate and structure the research process

Project-ending competence: Supplier relationship ending and maintaining trust with external actors

Havila, V. and C.J. Medli

Project-ending competence in premature project closures

Project management literature tends to focus on the early phases of a project and on the associated generic project management competences, such as planning, scheduling, budgeting, resourcing and motivating. Only a small fraction of the discussion is devoted to project closure and to the competences needed when a project fails to reach the goals and so needs to be closed prematurely. The purpose of this paper is to develop an understanding of project-ending competences needed in premature project closures. Two cases of premature project closure are analysed in different contexts: in the car industry and the aircraft manufacturing industry. The key findings concern the managerial challenges that are present in premature project closures: the need for involvement of senior and also project managers, the need to understand the often changed role of internal and external project stakeholders, and the need to understand that the 'future matters' in premature project closure. © 2012 Elsevier Ltd. APM and IPMA.Virpi Havila, Christopher J. Medlin, Asta Salm

Project-ending competence in networks: Two cases of large inter-organizational projects

Continuing restructure of business driven by global economic change and new technology often requires closure of existing manufacturing facilities. In cases where these terminations are unexpected and premature, the understanding and skills of project management can be applied to the closure. A network perspective that accounts for the influence of suppliers, end customers and other stakeholders over time, presents a new perspective on project management under premature termination. The paper examines, through two cases of premature termination, the changing role of external stakeholders. The first case is about the closure of a car manufacturing plant owned by Mitsubishi Motors Australia Limited. The second case is an aircraft plant owned by Saab of Sweden. The importance of external stakeholders is shown to increase with closure. The ability of external stakeholders to react and influence a terminating firm’s long-term profit is shown to substantially change the dynamics. Therefore, we suggest that particular project-ending competences are needed to ensure smooth project terminations. Our focus on these competences contributes to the literature on project management, and in particular, illustrates the need for managers to consider the future when terminating complex projects.Virpi Havila, Christopher J. Medlin and Asta Salm

Relationship Development in Business Triads - Case Studies in Corporate Travel Management

By applying the IMP Group's actors, resources and activities framework, and the punctuated equilibrium model of change, this paper outlines the development of triadic business relationships. The key findings indicate the triads' structure reinforcing long-term development, despite short-term degenerative development in the dyads. Managerial implications concern relationship management in ongoing service supply and sourcing processes