Business Horizons最新文献

Erratum to “How ESG configurations are linked to family firm performance: Winning combinations and what to avoid—Evidence from Spain” [Bus Horiz 68/6 (2025) 729–742] “ESG配置如何与家族企业绩效相关联：成功组合和避免什么——来自西班牙的证据”的勘误[Bus Horiz 68/6 (2025) 729-742]

IF 7 3区管理学

Business Horizons Pub Date : 2026-03-01 Epub Date: 2025-11-07 DOI: 10.1016/j.bushor.2025.10.003

Josep Llach , Erola Palau-Pinyana , Valeriano Sanchez-Famoso

引用次数: 0

Permaculture and the buying center ecosystem 永续农业和购物中心生态系统

IF 7 3区管理学

Business Horizons Pub Date : 2026-03-01 Epub Date: 2025-03-27 DOI: 10.1016/j.bushor.2025.03.007

Ronald Jelinek

引用次数: 0

Release, retain, and reimagine: Lessons in corporate restructuring from spin-off firms 释放、保留和重新构想：分拆公司重组的经验教训

IF 7 3区管理学

Business Horizons Pub Date : 2026-03-01 Epub Date: 2025-10-28 DOI: 10.1016/j.bushor.2025.10.005

Patia J. McGrath , Hugh M. O’Neill

{"title":"Release, retain, and reimagine: Lessons in corporate restructuring from spin-off firms","authors":"Patia J. McGrath , Hugh M. O’Neill","doi":"10.1016/j.bushor.2025.10.005","DOIUrl":"10.1016/j.bushor.2025.10.005","url":null,"abstract":"<div><div>Corporate restructuring is one of the most difficult, yet vital, processes that leaders undertake. While restructuring requires deploying multiple strategy tools in combination, these tools—which include activities like acquisitions, alliances, and divestitures—are often evaluated individually rather than holistically. This oversight causes managers to neglect the tools’ collective promise...and perils. To deepen understanding of the challenges firms face in corporate restructuring, we apply a dynamic capability-based lens to a sample of newly independent spin-off firms engaged in restructuring. We argue that the restructuring process is anchored in three objectives: (1) releasing, (2) retaining, and (3) reimagining. Using the Three Rs framework as a springboard, we decipher how spin-off firms deploy combinations of corporate strategy tools to achieve these interconnected restructuring goals. Our findings are germane across restructuring firms, including and beyond spin-off firms. We further distill key lessons for managers who face the formidable task of combining tools to achieve restructuring success. Among these is the importance of an additional R, reflecting, through which managers proactively and continually assess steps taken and progress made toward their restructuring goals. Failure to reflect and adjust tactics accordingly leaves firms vulnerable to further restructuring.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"69 2","pages":"Pages 161-177"},"PeriodicalIF":7.0,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147429003","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Exploring synergies in business restructuring: A dynamic framework 探索企业重组中的协同效应：一个动态框架

IF 7 3区管理学

Business Horizons Pub Date : 2026-03-01 Epub Date: 2025-11-04 DOI: 10.1016/j.bushor.2025.10.008

Elio Shijaku , Bowen Lou , Florian Bauer

{"title":"Exploring synergies in business restructuring: A dynamic framework","authors":"Elio Shijaku , Bowen Lou , Florian Bauer","doi":"10.1016/j.bushor.2025.10.008","DOIUrl":"10.1016/j.bushor.2025.10.008","url":null,"abstract":"<div><div>Business restructuring activities like mergers and acquisitions (M&A), strategic alliances, and spin-offs aim to help the company grow or develop competitive advantages. Value from business restructuring activities should stem from synergetic sources within and across different business activities. The synergetic value derived from the combination of external and internal resources is often a key source of growth from business restructuring. Although practitioners and academics typically differentiate between bottom- and top-line synergies, the underlying mechanisms for evaluating and realizing these synergies, as well as their interactions, remain unclear. We take a business model perspective on synergies by introducing the dynamic synergy flow (DSF) framework, rooted in the concept of osmosis. Using M&As, we show how synergies flow throughout the entire restructuring or, in our case, throughout the acquisition process, and we highlight the challenges associated with realizing different types of synergies. However, we stress throughout the article that DSF elements are relevant to a broader range of business restructuring.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"69 2","pages":"Pages 179-196"},"PeriodicalIF":7.0,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147429004","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

DEI rollbacks: Consequences and considerations for brand managers DEI回滚：品牌经理的后果和考虑

IF 7 3区管理学

Business Horizons Pub Date : 2026-03-01 Epub Date: 2025-02-13 DOI: 10.1016/j.bushor.2025.02.010

Sean Sands, Carla Ferraro

{"title":"DEI rollbacks: Consequences and considerations for brand managers","authors":"Sean Sands, Carla Ferraro","doi":"10.1016/j.bushor.2025.02.010","DOIUrl":"10.1016/j.bushor.2025.02.010","url":null,"abstract":"<div><div>As corporate landscapes evolve, diversity, equity, and inclusion (DEI) initiatives face increasing scrutiny, with many large corporations rolling back their commitments amid sociopolitical pressures, legal uncertainties, and shifting stakeholder expectations. While such decisions may be framed as strategic recalibrations, they carry implications for brand trust, authenticity, and consumer perceptions. This article examines the consequences of DEI rollbacks from both the consumer and brand management perspectives, highlighting their impact on consumer trust, brand positioning, and corporate reputation. Drawing on contemporary examples and theoretical insights, we explore how brands can navigate these challenges while maintaining credibility and competitive advantage. We suggest that transparent communication, authenticity in brand engagement, and strategic adaptation are critical for mitigating risks associated with DEI retrenchment. For brand managers, the ability to balance external pressures with long-term brand equity considerations is essential to sustaining consumer loyalty and to fostering an inclusive corporate identity in an increasingly complex sociopolitical landscape.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"69 2","pages":"Pages 209-216"},"PeriodicalIF":7.0,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147428999","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

The impact of TMT diversity on corporate restructuring activities TMT多样性对公司重组活动的影响

IF 7 3区管理学

Business Horizons Pub Date : 2026-03-01 Epub Date: 2025-11-05 DOI: 10.1016/j.bushor.2025.11.002

Christine Madonna Kirkland , Hillary C. Keltner , Xin (Michelle) Zheng

引用次数: 0

Navigating augmented reality: A practice-oriented guide to identifying and overcoming implementation obstacles 导航增强现实：识别和克服实现障碍的面向实践的指南

IF 7 3区管理学

Business Horizons Pub Date : 2026-03-01 Epub Date: 2025-03-08 DOI: 10.1016/j.bushor.2025.03.003

Nastaran Mohammadhossein , Alexander Richter , Shahper Richter , Jason Thatcher

引用次数: 0

Clear the desk before you deal: The strategic timing of corporate divestitures 交易前清理办公桌：企业剥离的战略时机

IF 7 3区管理学

Business Horizons Pub Date : 2026-03-01 Epub Date: 2025-10-20 DOI: 10.1016/j.bushor.2025.10.002

Manjot S. Bhussar , Michelle L. Zorn , Sridhar Ramaswami , Sidharth Ramsinghaney , Jasmine N. Kelley

{"title":"Clear the desk before you deal: The strategic timing of corporate divestitures","authors":"Manjot S. Bhussar , Michelle L. Zorn , Sridhar Ramaswami , Sidharth Ramsinghaney , Jasmine N. Kelley","doi":"10.1016/j.bushor.2025.10.002","DOIUrl":"10.1016/j.bushor.2025.10.002","url":null,"abstract":"<div><div>Just as clearing your desk prepares you for a new project, firms must decide whether to clear their desks via divestiture before engaging in a new acquisition. Firms engage in acquisitions and divestitures to restructure their portfolios, enhance financial health, and focus on core areas. While traditionally studied separately, these strategies are increasingly recognized as interconnected tools for strategic realignment. Yet it remains unclear which order or sequence of conducting acquisitions and divestitures results in the best outcomes for firms. Analyzing a sample of acquisitions and divestitures by US public firms from 1995 to 2022, we examine when it is best to divest. Our evidence suggests that the sequence of these transactions significantly influences firm performance and that divesting prior to acquiring frees up critical financial and managerial resources that enhance performance. In addition, spacing out these transactions positively affects outcomes. Contrary to the traditional thinking of acquiring and then divesting, firms may benefit from clearing their slates via strategic divestitures before undertaking acquisitions. This measured approach allows managers sufficient time to successfully execute each strategic move.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"69 2","pages":"Pages 135-146"},"PeriodicalIF":7.0,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147429002","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Customer centricity: Digital technology and leadership to the rescue 以客户为中心：数字技术和领导力拯救世界

IF 7 3区管理学

Business Horizons Pub Date : 2026-03-01 Epub Date: 2025-02-22 DOI: 10.1016/j.bushor.2025.02.011

Frédéric Dalsace, Didier Bonnet, Katharina Lange

引用次数: 0

Restructuring the family firm at succession: Aligning structure, motivations, and beliefs 重组家族企业：调整结构、动机和信念

IF 7 3区管理学

Business Horizons Pub Date : 2026-03-01 Epub Date: 2025-11-06 DOI: 10.1016/j.bushor.2025.11.001

Peter Boumgarden , Mark C. Hand

{"title":"Restructuring the family firm at succession: Aligning structure, motivations, and beliefs","authors":"Peter Boumgarden , Mark C. Hand","doi":"10.1016/j.bushor.2025.11.001","DOIUrl":"10.1016/j.bushor.2025.11.001","url":null,"abstract":"<div><div>As they reach the point of succession, owners of family firms face difficult choices, including a confusing array of options for restructuring their firms in preparation for a full or partial exit. This complexity can lead owners to make restructuring decisions they may come to regret. Drawing from research on the motivations of family business owners and insights from corporate finance scholarship on ownership of family firms, we generate a framework for guiding those decisions. First, we map the many restructuring options available to exiting owners along three overarching dimensions of family involvement in ownership: (1) financial ownership, (2) board-level control, and (3) management involvement. Then, we posit how three different motivations—financial wealth, socioemotional wealth, and prosocial goals—can and should influence restructuring choices along those three dimensions. Finally, we show how these choices are moderated by owners’ beliefs about the business and about its key stakeholders. For both researchers and business owners, this framework offers a way to compare different potential corporate restructuring choices given owners’ multiple motivations at the point of transition.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"69 2","pages":"Pages 197-207"},"PeriodicalIF":7.0,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147429137","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0