References of "Thelisson, Anne-Sophie"
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See detailHow Do Institutional Logics Evolve Over the Merger Process? A Case in the Public-Private Urban Planning Sector
Thelisson, Anne-Sophie; Geraudel, Mickaël UL; Missonier, Audrey

in Strategic Change (2018), 27(1), 53-67

We present an analysis of the institutional logics rivalries during a merger process. We performed an in-depth longitudinal analysis of a private-public merger between two listed companies in the town ... [more ▼]

We present an analysis of the institutional logics rivalries during a merger process. We performed an in-depth longitudinal analysis of a private-public merger between two listed companies in the town planning sector. The case study was based on passive and participant observations over two years, 54 semi-structured interviews and archival records analysis. We underline that the implementation of strategic change during the merger process was fostered by the ability of the actors to combine institutional logics through three concrete practices: redefining the authority, identity and legitimacy of the new organization. We contribute to the refining of the merger literature by offering insights from the institutional logics perspective and provide managerial recommendations to facilitate the post-merger integration process. [less ▲]

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See detailManagement process of paradoxes of innovation in the context of a merger
Missonier, Audrey; Geraudel, Mickaël UL; Missonier, Stéphanie et al

Scientific Conference (2016, July)

Detailed reference viewed: 63 (0 UL)
Full Text
Peer Reviewed
See detailHow institutional logics evolve over merger process? The case of a merger in the French urban planning sector
Thelisson, Anne-Sophie; Geraudel, Mickaël UL; Missonier, Audrey

Scientific Conference (2015)

In order to grasp the complexity of merger process (Pettigrew, 1990; Van de Ven, 1992; Bergh and Holbein, 1997; Stahl et al., 2013), we analyze institutional logics (Greenwood et al., 2011) at stake from ... [more ▼]

In order to grasp the complexity of merger process (Pettigrew, 1990; Van de Ven, 1992; Bergh and Holbein, 1997; Stahl et al., 2013), we analyze institutional logics (Greenwood et al., 2011) at stake from pre-merger phase to post-merger phase (Stahl et al., 2005; Stahl et al., 2013). We conducted an in-depth longitudinal study focused on the merger process of two listed companies in the French urban planning sector. We highlight two main phases: in the pre-merger phase, the organizations dealt with coexistence within institutional logics and ultimately found a strategic solution through a merger (1) and, in the post-merger phase, the institutional logics were combined to shape new strategic choices (2). We found that the relative dominance of the institutional logics at play during the pre-merger step (Phase 1) evolved toward the combining of these logics during the post-merger integration phase (Phase 2). [less ▲]

Detailed reference viewed: 63 (1 UL)