Bitte verwenden Sie diesen Link, um diese Publikation zu zitieren, oder auf sie als Internetquelle zu verweisen: https://hdl.handle.net/10419/289383 
Erscheinungsjahr: 
2022
Quellenangabe: 
[Journal:] Cogent Business & Management [ISSN:] 2331-1975 [Volume:] 9 [Issue:] 1 [Article No.:] 2152122 [Year:] 2022 [Pages:] 1-22
Verlag: 
Taylor & Francis, Abingdon
Zusammenfassung: 
The post-M&A (merger and acquisition) transition period plays a critical role in the process that determines the success of M&A. Yet many questions remain about how to ensure M&A success after the signing ceremony. We show how resource orchestration is the main driver in delivering expected outcomes. Based on a single case study, we explore various mechanisms to orchestrate resources post-M&A in a broadcasting company in Indonesia. The findings indicate that the resource-orchestration process is similar to a bee colony. The owner is the dominant "queen bee" with a strong, charismatic leadership that determines M&A success. In this model, the owner's direction is enabled by the bee nurses (a board of commissioners or board of directors) to structure, bundle, and leverage a complex bundle of company's resources as well as search/select and configure/deploy the company's resources. Bee seekers (company division heads) search for business opportunity and meet customer needs through one-stop services. So-called bee collectors (programming and production division staff) follow up and execute on opportunities provided by bee seekers through innovative programming that satisfies customer needs and expectations. By using a bee colony model for orchestrating resources, we show how post-merger transitions can be smoothed and shortened, leading to greater expected outcomes.
Schlagwörter: 
innovation
bee colony model
broadcasting industry
merger and acquisition
resources orchestration
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