Le mappe strategiche per vincere le resistenze all’integrazione aziendale

Titolo Rivista MANAGEMENT CONTROL
Autori/Curatori Marco Vedovato, Carlo Bagnoli
Anno di pubblicazione 2015 Fascicolo 2014/3
Lingua Italiano Numero pagine 26 P. 11-36 Dimensione file 138 KB
DOI 10.3280/MACO2014-003002
Il DOI è il codice a barre della proprietà intellettuale: per saperne di più clicca qui

Qui sotto puoi vedere in anteprima la prima pagina di questo articolo.

Se questo articolo ti interessa, lo puoi acquistare (e scaricare in formato pdf) seguendo le facili indicazioni per acquistare il download credit. Acquista Download Credits per scaricare questo Articolo in formato PDF

Anteprima articolo

FrancoAngeli è membro della Publishers International Linking Association, Inc (PILA)associazione indipendente e non profit per facilitare (attraverso i servizi tecnologici implementati da CrossRef.org) l’accesso degli studiosi ai contenuti digitali nelle pubblicazioni professionali e scientifiche

Business integration is certainly an important source of opportunities for firms but also a particularly challenging managerial task. Business integration is usually conceived for achieving technical and strategic complementarities but often fails at delivering the expected value as the importance the post integration phase is undervalued. This article follows the development of Innova Group, from a medium national player to a multinational group. Through a deep qualitative study we show how the persistence of identities, knowledge and practices inhibits the achievement of an effective integration and of the expected advantages. Moreover we show how the visual representation of cognitive models of organizational members in strategy maps offers important benefits as for the reciprocal understanding and strategy development.;

Keywords:Strategy Maps, Identity, Business integration, Change.

  1. Kaplan R. S., e Norton D. P. (1992), The Balanced Scorecard - measures that drive performance, Harvard Business Review, January-February, pp. 71-79 Kaplan R. S., e Norton D. P. (1996), The balanced scorecard: translating strategy into action, Harvard Business Press.
  2. Kaplan R. S., e Norton D. P. (2000), Having trouble with your strategy?: Then map it, Harvard Business School Publishing Corporation.
  3. Kaplan R. S., e Norton D. P. (2004), Strategy maps: Converting intangible assets into tangible outcomes, Harvard Business Press.
  4. Kaplan R. S., e Norton D. P. (2006), How to implement a new strategy without disrupting your organization, Harvard business review, 84(3), p. 100.
  5. Kaplan S. (2008), Framing contests: Strategy making under uncertainty, Organization Science, 19(5), pp. 729-752.
  6. Katz R. e Allen T. J. (1982), Investigating the Not Invented Here (NIH) syndrome: A look at the performance, tenure, and communication patterns of 50 R e D Project Groups, ReD Management, 12, pp. 7-20. DOI: 10.1111/j.1467-9310.1982.tb00478.x
  7. Laukkanen M. (1998), Conducting causal mapping research: opportunities and challenges,
  8. in Eden C., e Spender J. C., Eds., (1998), Managerial and organizational cognition: theory, methods and research, Sage.
  9. Lewin K. (1939), Field theory and experiment in social psychology: Concepts and methods, American journal of sociology, pp. 868-896.
  10. Lowe D. J., Carmona-Moreno S., e Reckers P.M.J. (2011), The influence of strategy map communications and individual differences on multidimensional performance evaluations, Accounting and Business Research, 41(4), pp. 375-391.
  11. Mintzberg H., e Waters J. A. (1985), Of strategies, deliberate and emergent, Strategic management journal, 6(3), pp. 257-272.
  12. Nag R., Corley K. G., e Gioia D. A. (2007), The intersection of organizational identity, knowledge, and practice: Attempting strategic change via knowledge grafting, Academy of Management Journal, 50(4), pp. 821-847.
  13. Spee A. P., e Jarzabkowski P. (2009), Strategy tools as boundary objects, Strategic Organization, 7(2), pp. 223-232.
  14. Vaara E. (2003), Post-acquisition Integration as Sensemaking : Glimpses of Ambiguity, Confusion, Hypocrisy, and Politicization, Journal of Management Studies, 40(4), pp.
  15. 859-894
  16. Vera-Munoz S.C., Shackell M., e Buehner M. (2007). Accountants’ usage of causal business models in the presence of benchmark data: a note, Contemporary accounting research, 24 (3), pp. 1015-1038.
  17. Walsh, J. P. (1988). Top management turnover following mergers and acquisitions. Strategic Management Journal, 9(2), 173-183.
  18. Weick K. E. (1995), Sensemaking in organizations, Sage.
  19. Whittington R. (2003), The work of strategizing and organizing: for a practice perspective, Strategic organization, 1, pp. 117-126.
  20. Yu J., Engleman R. M., Van de Ven A. H. (2005), The Integration Journey: An Attention-Based View of the Merger and Acquisition Integration Process, Organization Studies, 26, pp. 1501-1528. DOI: 10.1177/0170840605057071
  21. Zollo M., Singh H. (2004). Deliberate learning in corporate acquisitions: post-acquisition strategies and integration capability in U.S. bank mergers, Strategic Management Journal, 25, pp. 1233-1256.
  22. Abernethy M. A., Horne M., Lillis A. M., Malina M. A. e Selto F. H. (2005), A multimethod approach to building causal performance maps from expert knowledge, Management Accounting Research, 16, pp. 135-155.
  23. Agrawal A., Jaffe J. F. (2000), The post-merger performance puzzle, Advances in Mergers e Acquisitions, pp. 7-41. DOI: 10.1016/S1479-361X(00)01002-4
  24. Brown A. D., e Starkey K. (2000). Organizational identity and learning: A psychodynamic perspective, Academy of Management Review, 25(1), pp. 102-120.
  25. Denisi A. S. e Shin S. J. (2005), Psychological Communication Interventions in Marger and Acquisitions, in Stahl G. K., e Mendenhall M. E. Eds., (2005), Mergers and acquisitions: Managing culture and human resources, Stanford University Press.
  26. Eden C. e Ackermann F. (1998), Analysing and comparing idiographic causal maps, in Eden
  27. C., e Spender J. C., Eds., (1998), Managerial and organizational cognition: theory, methods and research, Sage.
  28. Eden C., e Ackermann F. (2002), A mapping framework for strategy making, London, Sage.
  29. Eppler M. J., e Platts K. W. (2009), Visual strategizing: The systematic use of visualization in the strategic-planning process, Long Range Planning, 42(1), pp. 42-74.
  30. Fiol C. M., e Huff A. S. (1992), Maps for managers: where are we? Where do we go from here?, Journal of Management Studies, 29(3), pp. 267-285.
  31. Gioia D. A., e Thomas J. B. (1996), Identity, image, and issue interpretation: Sensemaking during strategic change in academia, Administrative science quarterly, 41(3).
  32. Glenberg A. M. e Langston W. E. (1992), Comprehension of illustrated text: Pictures help to build mental models, Journal of memory and language, 31(2), pp. 129-151.
  33. Hambrick D. e Cannella A. (1993), Relative Standing: A Framework for Understanding Departures of Acquired Executives, Academy of Managment Journal, 36, pp. 733-762. DOI: 10.2307/256757
  34. Huff A. S. (1990), Mapping strategic thought, John Wiley e Sons.
  35. Jarzabkowski P., e Paul Spee A. (2009), Strategy _as _practice: A review and future directions for the field, International Journal of Management Reviews, 11(1), pp. 69-95.
  36. Jönsson S., e Lukka K. (2006), There and back again: doing interventionist research in management accounting, in Chapman C. S., Hopwood A. G., e Shields M. D. (Eds.), Handbooks of Management Accounting Research, 1, pp. 373-397, Elsevier.

  • Controllo e complessità. Il ruolo delle forme di rappresentazione per il governo di problemi complessi Filippo Zanin, Eugenio Comuzzi, in MANAGEMENT CONTROL 2/2016 pp.89
    DOI: 10.3280/MACO2016-002005

Marco Vedovato, Carlo Bagnoli, Le mappe strategiche per vincere le resistenze all’integrazione aziendale in "MANAGEMENT CONTROL" 3/2014, pp 11-36, DOI: 10.3280/MACO2014-003002