"Unraveling the “black box” of cross-business-unit collaboration
"Unraveling the “black box” of cross-business-unit collaboration
Extensive research identified the economic, organizational and social factors that configure the process of cross-business unit (“cross-BU”) collaboration leading to the creation of crossBU synergies. Yet, the inner workings of the “black box” determined by the multiple cause and effect relationships between these factors remains to be determined. Building from current theory, we studied the process of cross-BU collaboration through a simulation model. We found that the initial conditions and patterns of evolution of the different configurations of factors lead to significant differences in the performance of cross-BU collaboration initiatives.
Our findings extend previous research, characterizing cross-BU synergy creation as a multidimensional and complex phenomenon, by identifying the drivers of such complexity and its effects on performance. We also shed light on the impact of business relatedness on performance and on the roles of the corporate level in multi-business firms. We finally discuss how managers should manage cross-BU initiatives under different organizational arrangements.
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Kunc, Martin
0b254052-f9f5-49f9-ac0b-148c257ba412
2014
Kunc, Martin
0b254052-f9f5-49f9-ac0b-148c257ba412
Abstract
Extensive research identified the economic, organizational and social factors that configure the process of cross-business unit (“cross-BU”) collaboration leading to the creation of crossBU synergies. Yet, the inner workings of the “black box” determined by the multiple cause and effect relationships between these factors remains to be determined. Building from current theory, we studied the process of cross-BU collaboration through a simulation model. We found that the initial conditions and patterns of evolution of the different configurations of factors lead to significant differences in the performance of cross-BU collaboration initiatives.
Our findings extend previous research, characterizing cross-BU synergy creation as a multidimensional and complex phenomenon, by identifying the drivers of such complexity and its effects on performance. We also shed light on the impact of business relatedness on performance and on the roles of the corporate level in multi-business firms. We finally discuss how managers should manage cross-BU initiatives under different organizational arrangements.
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Published date: 2014
Additional Information:
2014 Academy of Management Conference, Philadelphia, Pennsylvania, 1-5 Aug 2014
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Local EPrints ID: 427541
URI: http://eprints.soton.ac.uk/id/eprint/427541
ISSN: 0065-0668
PURE UUID: b9477e2b-dba3-4a4b-acf9-23787c5c7888
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Date deposited: 23 Jan 2019 17:30
Last modified: 16 Mar 2024 07:32
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