Browsing Working papers by Author "Gammelgård, Jens"
Now showing items 1-9 of 9
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a dynamic extension of the existing typology of acquisition motivesGammelgård, Jens (København, 1999)[More information][Less information]
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Gammelgård, Jens (København, 2001)[More information][Less information]
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Gammelgård, Jens (København, 1999)[More information][Less information]
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Codification and Personification as Separate StrategiesGammelgård, Jens; Ritter, Thomas (København, 2004)[More information][Less information]
Abstract: Abstract Previous discussions of knowledge transfer within multinational corporations tended to focus on the process as an isolated phenomenon and on the factors that impede the process. Less attention has been given to how the individual knowledge worker retrieves or identifies, and then decodes knowledge accessed from the corporate memory. We suggest that multinational companies (MNCs) solve knowledge retrieval problems by implementing virtual communities of practice - intranet-based collaborative forums. Codification and personalization strategies have previously been emphasized as an either-or solution. These virtual communities of practice combine the codification and personalization strategies, simultaneously utilizing the advantages of two approaches. URI: http://hdl.handle.net/10398/7318 Files in this item: 1
ckg-wp202004-10.pdf (85.2Kb) -
Gammelgård, Jens; Husted, Kenneth; Michailova, Snejina (København, 2004)[More information][Less information]
Abstract: Abstract Not achieving the anticipated synergy effects in the post-acquisition integration context is a serious cause for the high acquisition failure rate. While existing studies on failures of acquisitions exist from economics, finance, strategy, organization theory, and human resources management, this paper applies insights from the knowledge-sharing literature. The paper establishes a conceptual link between obstacles in the post-acquisition integration processes and individual knowledge-sharing behavior as related to knowledge transmitters and knowledge receivers. We argue that such an angle offers important insights to explaining the high failure rate in acquisitions. Descriptors: post-acquisition integration, acquisition failure, individual knowledge-sharing behavior URI: http://hdl.handle.net/10398/7319 Files in this item: 1
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The Impact of Prior Trust-based RelationsGammelgård, Jens (København, 2001)[More information][Less information]
Abstract: Prior relations between the acquiring firm and the target company pave the way for knowledge transfers subsequent to the acquisitions. One major reason is that through the market-based relations the two actors build up mutual trust and simultaneously they learn how to communicate. An empirical study of 54 Danish acquisitions taking place abroad from 1994 to 1998 demonstrated that when there was a high level of trust between the acquiring firm and the target firm before the take-over, then medium and strong tie-binding knowledge transfer mechanisms, such as project groups and job rotation, were used more intensively. Further, the degree of stickiness was significantly lower in the case of prior trust-based relations. URI: http://hdl.handle.net/10398/6923 Files in this item: 1
linkwp02-24.pdf (129.1Kb) -
Gammelgård, Jens (København, 2004)[More information][Less information]
Abstract: This paper presents the results of a survey of 54 Danish multinational corporations that have acquired activities abroad. The role of the acquired R&D units was the focus of the survey, particularly with respect to the schism between basic and applied R&D, and the schism between autonomous and network R&D. This paper establishes the connection between a multinational corporation that follows a capability-motivated acquisition strategy and the R&D role new subsidiaries should play in order for the acquired resources to be utilized corporation-wide. Statistical findings reveal the need to follow a combination of basic and network-oriented R&D activities when focusing on capability development. Keywords: Acquisition; Research and Development (R&D), Basic R&D, Applied R&D, Autonomy, Network, Capabilities. URI: http://hdl.handle.net/10398/7299 Files in this item: 1
ckg-wp202004-07.pdf (146.0Kb) -
Strategic Inertia in the Development of German-owned Subsidiaries in HungaryDörrenbächer, Christoph; Gammelgård, Jens (København, 2004)[More information][Less information]
Abstract: Abstract This study reports the results of interviews with 65 managers in 11 German headquarters and in their 13 Hungarian subsidiaries. We focused on the role of the subsidiary with regard to market, product and value-adding mandates. Further, we investigated whether the Hungarian subsidiaries had experienced an upgrade of their role during the first 10 years of transition. The host country economy was supportive to role development, but inadequate subsidiary capabilities and headquarters’ assignments prevented the subsidiaries from being upgraded. We propose that the corporate immune system, ie, ethnocentric behaviours emanating from the headquarters should be included in future upgrading analyses. URI: http://hdl.handle.net/10398/7300 Files in this item: 1
ckg-wp202004-08.pdf (138.9Kb) -
the history of Danish takeovers abroad 1888 to 1993Gammelgård, Jens (København, 2001)[More information][Less information]
Now showing items 1-9 of 9