16 research outputs found
When all doors close: Implications of COVID-19 for cosmopolitan entrepreneurs
The emergence of the COVID-19 pandemic is an external shock that has
disrupted the foundations of everyday life. For cosmopolitan
entrepreneurs, the impact is even more decisive as it confronts their
core values and jeopardises their identities, ways of working and the
lifestyles they cherish. Cosmopolitans are individuals who identify
themselves as citizens of the world and voluntarily move from country to
country in pursuit of self-fulfilment in both life and work.
Cosmopolitan entrepreneurs are future-oriented and open to the world and
the opportunities it may provide. Beyond securing, maintaining and
improving their professional and/or economic positions, their mobility
is an elementary part of the cosmopolitan life itself, something they
find attractive, interesting and stimulating. Thus, a cosmopolitan
entrepreneurâs business is often non-location-bound to enable continued
mobility. With our interview-based research, we shed light on how
COVID-19 has changed the lives of Finnish-born cosmopolitan
entrepreneurs, discussing what they feel about the changes and how they
see their future.</p
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 emotionsâboth positive and negativeâas 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
Academy of Management annual meeting proceedings
The death of a central figure, like a charismatic founder, can dilute
the sense of collective identity among the various stakeholders of a
local community. Maintenance of collective identity can be a difficult
task, because the organization needs to then simultaneously deal with
multiple identity drifts. We conducted an inductive study of Finnish
company Ponsse, the founder recently passed away. The second-generation
chairman took the lead to articulate the values that implicitly
prevailed during the leadership of the founder. Our findings show that
organizations that experience a loss can maintain and strengthen their
collective identity after the passing of a charismatic leader by
engaging in material identity work. Our study highlights two phases
underlying the process of reinforcing the collective identity: creating
the material environment and enacting material experiences. We
contribute to deepen current understanding of how collective identities
can be reinforced after a major loss by illuminating the material
underpinnings of identity work." </p
Systemâspanning values work and entrepreneurial growth in family firms
Culture and values are key drivers of corporate entrepreneurship in early stages of family firm development, but value conflicts often arise over time that progressively inhibit their entrepreneurial efforts. How can family firms reconcile conflicting values to sustain corporate entrepreneurship over time? Our 45âyear longitudinal case study of a large global family firm shows that family business leadersâ practices of invoking and flexibly using family and business values were crucial to achieve sustained entrepreneurial behaviour and growth over an extended period of time. We theorize these efforts as systemâspanning values work enfolding through specific family, business, and temporal mechanisms. By identifying and elucidating three types of values work (i.e., rooting, revitalizing, and spreading), our study advances current understanding of the microâfoundations underpinning the relationship between values and entrepreneurship in family firms
Academy of Management annual meeting proceedings
The death of a central figure, like a charismatic founder, can dilute
the sense of collective identity among the various stakeholders of a
local community. Maintenance of collective identity can be a difficult
task, because the organization needs to then simultaneously deal with
multiple identity drifts. We conducted an inductive study of Finnish
company Ponsse, the founder recently passed away. The second-generation
chairman took the lead to articulate the values that implicitly
prevailed during the leadership of the founder. Our findings show that
organizations that experience a loss can maintain and strengthen their
collective identity after the passing of a charismatic leader by
engaging in material identity work. Our study highlights two phases
underlying the process of reinforcing the collective identity: creating
the material environment and enacting material experiences. We
contribute to deepen current understanding of how collective identities
can be reinforced after a major loss by illuminating the material
underpinnings of identity work." </p