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dc.contributor.authorMohamed Yousef Al Saad
dc.date.accessioned2020-09-08T12:07:51Z
dc.date.available2020-09-08T12:07:51Z
dc.date.issued2016
dc.identifier.urihttps://dspace.adu.ac.ae/handle/1/1800
dc.descriptionWith the aim of diversifying market shares in different sectors, companies in emerging marketplaces often consider spin-offs as a practical business solution to achieve their economic goals (Yoon & Ariff, 2007). Spin-offs thus play an increasingly important role in the development and growth of various industries (Van de Velde, Zahra & Clarysse, 2006). Generally, the notion of a spin-off is an economic and strategic one with objectives to help companies to improve efficiency, gain more market opportunities and meet the needs of market growth (Kim, 2011; Chu, Teng, Lee, & Chiu, 2009). Spin-offs are usually undertaken by well-educated and experienced employees and often produce different types of products or services, which are similar but not directly related to those of the parent company (Klepper & Sleeper, 2005). As such, a “spin-off” is defined as an organization’s new separated unit (Pyo, 2007) that operates in an industry unrelated to that of the parent company (Abardanell, Bushee & Raedy, 2003).en_US
dc.description.abstractA corporate "spin-off" is a new phenomenon in United Arab Emirates (UAE) markets with potential for increased profit generation and market penetration. However, most empirical studies of spin-off businesses simply focus on the economic benefits and overlook other factors that may play a significant role in the spin-off creation processes and their long-term development. Although literature exists on the financial rewards, little attention is given to the importance of the parent company and the spin-off team during the spin-off creation process, which raises the questions of how related factors may affect the spin-off creation process. This dissertation seeks to examine the role of two specific factors: the spin-off team’s managerial skills and knowledge and the parent company’s support during the process of spin-off creation and development. Multiple case studies set in the UAE were investigated. Three cases were selected of companies that demonstrate contrasting institutional contexts and the growing UAE economy. A qualitative methodology was used to understand the aforementioned factors. Semi-structured interviews were conducted with parent company management personnel and spin-off team members to collect data from different angles and to achieve a robust analysis. Template analysis (TA) and cross-case analysis methods were used to gain deep understanding of the data by identifying correlations among cases and studying the spin-off phenomena across the three sample cases in relation to the factors that were the object of the study.en_US
dc.language.isoen_USen_US
dc.publisherAbu Dhabi University College of Businessen_US
dc.subjectCorporate Spin-offen_US
dc.subjectParent Companyen_US
dc.subjectManagerial Skillsen_US
dc.subjectTechnical Skillsen_US
dc.titleManaging the Spin-off Process: Multiple Cases from the United Arab Emiratesen_US
dc.typeDissertationen_US


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