Employee Profile

Ellen Elisabeth Altenborg

Associate Professor - Department of Strategy and Entrepreneurship


Meyer, Christine B. & Altenborg, Ellen Elisabeth (2019)

A place in space - Unlocking virtual clusters in the gaming industry

Benito, Gabriel R G & Lunnan, Randi (red.). Voyages of a Scholar: Navigating Companies, Channels, and Clusters

Meyer, Christine B. & Altenborg, Ellen Elisabeth (2008)

Incompatible strategies in international mergers: the failed merger between Telia and Telenor

Journal of International Business Studies, 39(3), s. 508- 525. Doi: 10.1057/palgrave.jibs.8400354

The aim of this paper is to explore the problems of incompatible strategies in international mergers. Studying a failed merger between the two state-owned Scandinavian telecom corporations, we examine how the parties' strategies were incompatible. We find that the parties' strategies were incompatible in three distinctive areas, and study how the companies tried to resolve these incompatibilities. Owing to national governance structures established to protect national interests, the parties were unable to resolve these strategic incompatibilities.

Meyer, Christine & Altenborg, Ellen Elisabeth (2007)

The disintegrating effects of equality: A study of a failed international merger

British Journal of Management, 18(3), s. 257- 271.

In the literature on M&A and social justice, equality is regarded as an important principle to facilitate social integration. This article debates what happens when the equality principle is operationalized; from intentions in the pre-merger process to the distribution of resources and decision-making rules in the post-merger process. In a merger between two state-owned telecoms corporations in the Scandinavian countries, we found that the principle of equality had the reverse effects on social integration to that predicted in the literature. Instead of facilitating the social integration process, the equality principle led to perceptual and structural fallacies negatively influencing social integration. We suggest that these disintegrating effects were particularly strong because this was an international merger between two state-owned firms of unequal size.

Moe, Hallvard; Åmås, Knut Olav & Altenborg, Ellen Elisabeth (2017)

Det norske mediemangfoldet. En styrket mediepolitikk for borgerne

[Report]. Kulturdepartementet.

Meyer, Christine & Altenborg, Ellen Elisabeth (2004)

When equality becomes fatal: A study of a merger failure

[Academic lecture]. The Academy of Management Conference 2004.

Is equality a sustainable principle in mergers? This paper explores how the equality principle led to a failure to merge. In the merger and acquisition literature equality is regarded as an important principle to facilitate integration and to symbolise that the members of both organisations will be treated fairly and with respect. However, defining and implementing the equality principle can be more challenging and difficult than previously noted in the merger and acquisition literature. Moreover, the principle may have the reverse effect on integration. Studying a failed merger between two state-owned, Nordic telecom companies, we find that the equality principle led to a disintegration of the two corporations. This disintegration happened as a result of constant attempts to renegotiate the distribution of outcomes, reinforcement of national boundaries in the merger process, decision paralysis in the top management team and postponement of crucial decisions.

Meyer, Christine & Altenborg, Ellen Elisabeth (2001)

The merger between Telia and Telenor: Why did it come to an end?

[Academic lecture]. Nordiske Företagsekonomiske Ämeskonferensen 2001.

The aim of this paper is to explore why the merger between the two telecom companies, Telia and Telenor, failed. This merger was presented and assessed by the business press as a strategically sound merger, but was broken off shortly after the deal was signed. A substantial amount of literature in the merger and acquisition field has investigated reasons for failure in terms of under-performing mergers and acquisitions. However, there is a lack of research focusing on why deals are called off. We use a combination of an insider and outsider perspective to explore this failure and base our findings on observations, interviews and documentation. To explain why the merger failed, the paper points to a number of factors including multiple motives and stakeholders, misfit between corporate strategies, a long period of leadership vacuum and the difficulties in managing a merger between equals.