Skip to main content
Article thumbnail
Location of Repository

Acquisition Capability Development: Behavioral and Cognitive Learning Perspectives.

By M.P.G. Schijven

Abstract

With worldwide acquisition activity approaching an all-time record of $5 trillion, acquisitions are more than ever at the forefront of scholarly attention and debate. This is all the more so because piles of research have shown that the majority of acquisitions fail to live up to expectations. In theory, it is well established that successful acquisitive growth requires both the identification of target firms with sufficient synergistic potential (strategic fit) and effective integration of these targets into the acquiring firm to realize this potential (organizational fit). In practice, however, this is easier said than done. In order to ensure adequate strategic and organizational fit for their acquisitions, firms need to build capabilities by learning from their own experience as well as that of others. Unfortunately, this learning process is fraught with pitfalls. In strategic settings, including that of acquisitions, experience often appears to be a suboptimal teacher. To date, the literature has merely scratched the surface of the learning-related obstacles that firms face and, most importantly, how they can avoid them. Building on behavioral and cognitive theories, and based on statistical analysis of two distinct large samples, this dissertation presents four interrelated studies that aim to advance our understanding of how acquisition capabilities can be successfully developed.

OAI identifier:

Suggested articles

Citations

  1. (1986). 180 Acquisition Capability Development Owusu-Gyapong, A.
  2. (1963). A behavioral theory of the firm. Englewood Cliffs,
  3. (1990). A componential analysis of cognitive effort in choice. Organizational Behavior and Human Decision Processes,
  4. (1979). A general learning theory and its application to schema abstraction.
  5. (2004). A knowledge-based theory of the firm – The problemsolving perspective.
  6. (1982). A market model analysis of diversification strategies and administrative experience on the performance of merging firms.
  7. (1981). A model of adaptive organizational search.
  8. (2005). A model of organizational integration, implementation effort, and performance.
  9. (2002). A Monte Carlo analysis for recurrent events data. Working paper,
  10. (2008). A stepwise approach to acquisition capability development: The joint importance of experience homogeneity and heterogeneity. Working paper,
  11. (1993). A survey of the computer industry.
  12. (1990). Absorptive capacity: A new perspective on learning and innovation.
  13. (2004). Accounting for M&A, equity, and credit analysts.
  14. (1988). Acculturation in mergers and acquisitions.
  15. (2002). Acquiring new technologies and capabilities: A grounded model of acquisition implementation.
  16. (1982). Acquiring small and medium size companies: A study of corporate decision behavior. Unpublished doctoral dissertation,
  17. (1997). Acquisition experience and profitability: Exploring the value of learning by doing. Working paper,
  18. (1998). Acquisitions as a means of restructuring firms in Chapter 11.
  19. (1997). Adaptation on rugged landscapes.
  20. (1997). Adaptive learning in organizations: A system dynamics-based exploration.
  21. (1988). Adaptive strategy selection in decision making.
  22. (1945). Administrative behavior.
  23. (2002). Advanced accounting: Concepts and practice.
  24. (1986). Agency costs of free cash flow, corporate finance, and takeovers.
  25. (2007). Alliance capability as a mediator between experience and alliance performance: An empirical investigation into the alliance capability development process.
  26. (2002). Alliance capability, stock market response, and longterm alliance success: The role of the alliance function.
  27. (2004). Alliance experience and value creation in high-tech and low-tech acquisitions.
  28. (1982). An evolutionary theory of economic change.
  29. (1985). An exploratory study of strategic acquisition factors relating to performance.
  30. (1999). An organizational learning framework: From intuition to institution.
  31. (1986). Analogical transfer in expert and novice problem solvers. Unpublished doctoral dissertation,
  32. (1988). Analogical transfer, problem similarity, and expertise.
  33. (1990). Antecedents and performance outcomes of diversification: A review and critique of theoretical perspectives.
  34. (1996). Applied linear statistical models.
  35. (1990). Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms.
  36. (1999). Argumentation rationality of management decisions.
  37. (2001). Asset divestiture following horizontal acquisitions: A dynamic view.
  38. (1989). Asset stock accumulation and sustainability of competitive advantage.
  39. (1998). Attributes of successful and unsuccessful acquisitions of US firms.
  40. (1996). Austrian” and industrial organization perspectives on firm-level competitive activity and performance.
  41. (1992). Beatrice: A study in the creation and destruction of value.
  42. (2004). Beyond the core: Expand your market without abandoning your roots.
  43. (1981). Biases in dynamic models with fixed effects.
  44. (2004). Bounded momentum in the formation of strategies: The case of alliances. Seoul, Korea: KAIST working paper.
  45. (2007). Building firm capabilities through learning: The role of the alliance learning process in alliance capability and firm-level alliance success.
  46. (2004). Can a previous alliance between an acquirer and a target affect acquisition performance?
  47. (2004). Can firms learn to acquire? Do markets notice? Working paper 99-82-SM, INSEAD.
  48. (1996). Capabilities, technological diversification, and divisionalization.
  49. (1999). Capturing the real value in high-tech acquisitions.
  50. (2003). Catalytic strategy.
  51. (1981). Categorization and representation of physics problems by experts and novices.
  52. (1976). Category breadth and the abstraction of prototypical information.
  53. (1990). Change scores as dependent variables in regression analysis.
  54. (1985). Clustering countries on attitudinal dimensions: A review and synthesis.
  55. (2005). Cognition and hierarchy: Rethinking the microfoundations of capabilities’ development.
  56. (1984). Cognitive simplification processes in strategic decision-making.
  57. (1980). Competitive strategy.
  58. (2004). Complementarity, similarity, and value creation in mergers and acquisitions. Working paper,
  59. (2004). Conducting survey research in strategic management.
  60. (1985). Conjectures on cognitive simplification in acquisition and divestment decision making.
  61. (1993). Construct validity of some unweighted product-count diversification measures.
  62. (1977). Controlled and automatic human information processing: II. Perceptual learning, automatic attending, and a general theory.
  63. (1987). Corporate acquisition strategies and economic performance.
  64. (1986). Corporate acquisitions: A process perspective.
  65. (1999). Corporate cash reserves and acquisitions.
  66. (1994). Corporate divestiture intensity in restructuring firms: Effects of governance, strategy, and performance.
  67. (1992). Corporate restructuring and strategic change: The effect on diversification strategy and R&D intensity.
  68. (1993). Corporate restructuring: Reconfiguring the firm.
  69. (2003). Correcting for endogeneity in strategic management research.
  70. (1991). Cosmetic, speculative, and adaptive organizational change in the wine industry: A longitudinal study.
  71. (2002). Cross-cultural differences and joint venture longevity.
  72. (2006). Crossing an apparent chasm: Bridging mindful and lessmindful perspectives on organizational learning.
  73. (2003). Cultural conflict and merger failure: An experimental approach.
  74. (1992). Cultural differences and shareholder value in related mergers: Linking equity and human capital.
  75. (1985). Culture collision in mergers and acquisitions. In
  76. (2000). Curvilinearity in the diversificationperformance linkage: An examination of over three decades of research.
  77. (1988). De concentratie beweging in de Europese economie.
  78. (2008). Decomposability in knowledge structures and its impact on the usefulness of inventions and knowledge-base malleability.
  79. (2002). Deliberate learning and the evolution of dynamic capabilities.
  80. (2004). Deliberate learning in corporate acquisitions: Post-acquisition strategies and integration capability in U.S. bank mergers.
  81. (1991). Density dependent organizational evolution in the American brewing industry from 1633 to
  82. (1996). Detecting abnormal operating performance: The empirical power and specification of test statistics.
  83. (1994). Determinants and consequences of post-acquisition change. In
  84. (1994). Determinants of acquisition integration level: A decision-making perspective.
  85. (1993). Determinants of corporate restructuring: The relative importance of corporate governance, takeover threat, and free cash flow.
  86. (1989). Determinants of tender offer post-acquisition financial performance.
  87. (2007). Disentangling interfirm and intrafirm causal ambiguity: A conceptual model of causal ambiguity and sustainable competitive advantage.
  88. (2004). Distal and local group learning: Performance trade-offs and tensions.
  89. (1981). Diversification and the failure of new activities.
  90. (1979). Diversification through acquisition: Strategies for creating economic value.
  91. (1995). Diversification, restructuring and economic performance.
  92. (1988). Diversity, diversification, and profitability among British manufacturing companies,
  93. (2000). Do firms learn to create value? The case of alliances.
  94. (1985). Do markets differ much?
  95. (2003). Do persistent large cash reserves hinder performance?
  96. (2001). Do restructurings improve operating performance? Working paper,
  97. (1998). Do strategic groups exist? An economic framework for analysis.
  98. (1996). Does decision process matter? A study of strategic decision-making effectiveness.
  99. (1996). Dynamic core competences through meta-learning and strategic context.
  100. (2003). Econometric analysis. Upper Saddle River,
  101. (1996). Effects of international diversity and product diversity on the performance of multinational firms.
  102. (1979). Entropy measure of diversification and corporate growth.
  103. (1984). Event history analysis: Regression analysis for longitudinal data.
  104. (2004). Event history modeling: A guide for social scientists. New York:
  105. (2005). Event studies and the importance of longer-term measures in assessing the performance outcomes of complex events. Working paper,
  106. (2005). Executive job demands: New insights for explaining strategic decisions and leader behaviors.
  107. (2005). Expatriation as a bridge over troubled water: A knowledge-based perspective applied to cross-border acquisitions.
  108. (2005). Experience effects and collaborative returns in R&D alliances.
  109. (2008). Experience spillovers across corporate development activities. Forthcoming in Organization Science.
  110. (2003). Experience spillovers across corporate development activities. Working paper 03-98-SM, INSEAD.
  111. (2002). Experiential learning in international joint ventures: The roles of experience heterogeneity and venture novelty.
  112. (1994). Expert performance: Its structure and acquisition.
  113. (1992). Expertise and problem categorization: The role of expert processing in organizational sense-making.
  114. (1991). Exploration and exploitation in organizational learning.
  115. (2007). Exploring foreign markets through minority and majority international joint ventures. Working paper,
  116. (1996). Exploring internal stickiness: Impediments to the transfer of best practice within the firm.
  117. (2005). Fact-free learning.
  118. (1977). Features of similarity.
  119. (1993). Follow the leader: Mimetic isomorphism and entry into new markets.
  120. (1994). Foreign entrant survival and foreign market share: Canadian companies’ experience in United States medical sector markets.
  121. (1996). Foreign entry, cultural barriers, and learning.
  122. (1997). Form of control: A critical determinant of acquisition performance and CEO rewards.
  123. (1998). Framing strategic decisions.
  124. (2003). From airline reservations to Sonic the Hedgehog: A history of the software industry.
  125. (1987). From competitive advantage to corporate strategy.
  126. (2004). From questions to answers: Reviewing organizational learning research.
  127. (1999). Fruits of failure: Organizational failure and population-level learning.
  128. (2006). Goodwill: The standard is finally here.
  129. (1993). Groups as problem-solving units: Toward a new meaning of social cognition.
  130. (2006). Habits of the busiest acquirers.
  131. (2005). Horizontal and vertical takeover and sell-off announcements: Abnormal returns differ by industry.
  132. (2008). How do firms learn to make acquisitions? A review of past research and an agenda for the future.
  133. (2000). How do international joint ventures create shareholder value?
  134. (1997). How much does industry matter, really?
  135. (1991). How much does industry matter?
  136. (1994). How much is that company worth?: Interorganizational relationships, uncertainty, and acquisition premiums.
  137. (1981). How organizations learn and unlearn. In
  138. (2003). Ik zal het bolwerken, ik zal slagen.
  139. (2005). Implementation strategy and performance outcomes in related diversification.
  140. (2005). Improvisation and innovative performance in teams.
  141. (1998). Improvisation as a mindset for organizational analysis.
  142. (1997). In the eyes of the beholder: Conceptualizations of relatedness held by the managers of large diversified firms.
  143. (2002). Incumbent entry into new market niches: The role of experience and managerial choice in the creation of dynamic capabilities.
  144. (1984). Induction of category distributions: A framework for classification learning.
  145. (1980). Industrial market structure and economic performance.
  146. (1968). Industrial organization.
  147. (2008). Industry determinants of the “merger versus alliance” decision.
  148. (1987). Industry recipes: An enquiry in the nature and sources of managerial judgement.
  149. (1989). Inertia and creeping rationality in strategic decision processes.
  150. (1996). Information-processing demands as a determinant of CEO compensation.
  151. (2001). Inside Cisco: The real story of sustained M&A growth.
  152. (2001). Institutions and organizations. Thousand Oaks,
  153. (2002). Integrating the enterprise.
  154. (1990). Interaction effects in multiple regression.
  155. (1993). Interaction, nonlinearity, and multicollinearity: Implications for multiple regression.
  156. (1990). Internal corporate restructuring: An empirical analysis.
  157. (1997). International diversification: Effects on innovation and firm performance in product-diversified firms.
  158. (2000). International expansion by new venture firms: International diversity, mode of market entry, technological learning, and performance.
  159. (2007). Internationalising in small, incremental or larger steps?
  160. (1993). Interorganizational imitation: The impact of interlocks on corporate acquisition activity.
  161. (2002). Interorganizational routines and performance in strategic alliances.
  162. (2002). Intra- and inter-organizational imitative behavior: Institutional influences on Japanese firms’ entry mode choice.
  163. (1998). Joining forces.
  164. (1998). Knowledge codification, process routinization, and the creation of organizational capabilities: Post-acquisition management in the U.S. banking industry. Unpublished doctoral dissertation,
  165. (1993). Knowledge of the firm and the evolutionary theory of the multinational corporation.
  166. (1992). Knowledge of the firm, combinative capabilities, and the replication of technology.
  167. (1996). Knowledge sourcing by foreign multinationals: Patent citation analysis in the U.S. semiconductor industry.
  168. (2004). Knowledge transfer through inheritance: Spin-out generation, development, and survival.
  169. (2000). Learning and forgetting: The dynamics of aircraft production.
  170. (2003). Learning by doing something else: Variation, relatedness, and the learning curve.
  171. (2002). Learning from complexity: Effects of prior accidents and incidents on airlines’ learning.
  172. (2005). Learning from heterogeneous experience: The internationalization of entrepreneurial firms. Working paper,
  173. (1991). Learning from samples of one or fewer.
  174. (2001). Learning through acquisitions.
  175. (2003). Learning to collaborate: The effects of experiential and vicarious learning on alliance performance. Paper presented at the Academy of Management,
  176. (2007). Learning to internationalise: The pace and success of foreign acquisitions.
  177. (2000). Looking forward and looking backward: Cognitive and experiential search.
  178. (1998). Making the deal real: How GE Capital integrates acquisitions.
  179. (2000). Making the next move: How experiential and vicarious learning shape the locations of chains’ acquisitions.
  180. (1991). Managing acquisitions: Creating value through corporate renewal.
  181. (2000). Managing the post-acquisition integration process: How the human integration and task integration processes interact to foster value creation.
  182. (1991). Measuring performance of international joint ventures.
  183. (1987). Merger strategies and stockholder value.
  184. (2008). Mergers & acquisitions review. Available at www.thomson.com.
  185. (1990). Mergers and acquisitions and managerial commitment to innovation in M-form firms.
  186. (2007). Mergers and acquisitions deal-makers: Building a winning team.
  187. (2001). Mergers and acquisitions: A guide to creating value for stakeholders.
  188. (1983). Mergers and the performance of the acquiring firm.
  189. (2006). Mergers: Leadership, performance, and corporate health.
  190. (2000). Mesolevel networks and the diffusion of social movements: The case of the Swedish social democratic party.
  191. (2004). Meta-analyses of post-acquisition performance: Indications of unidentified moderators.
  192. (1998). Mode of entry and ex-post performance.
  193. (1995). Modeling internal organizational change.
  194. (1997). Modes of interorganizational imitation: The effects of outcome salience and uncertainty.
  195. (2006). Modularity in organizational structure: The reconfiguration of internally developed and acquired business units.
  196. (1980). Momentum and revolution in organizational adaptation.
  197. (1989). Motivation and cognitive abilities: An integrative/aptitudetreatment interaction approach to skill acquisition.
  198. (1999). Multilevel theory building: Benefits, barriers, and new developments.
  199. (1999). Multimarket contact, economies of scope, and firm performance.
  200. (2005). Multinational acquisition integration: The role of national culture in creating synergies.
  201. (1991). Multiple regression: Testing and interpreting interactions. Thousand Oaks,
  202. (2000). Negative transfer errors in sequential cognitive skills: Strong-but-wrong sequence application.
  203. (2002). Network learning: The effects of partners’ heterogeneity of experience on corporate acquisitions.
  204. (1999). Network location and learning: The influence of network resources and firm capabilities on alliance formation.
  205. (2001). Not all M&As are alike – and that matters.
  206. (2001). Not only Microsoft: The maturing of the personal computer software industry,
  207. (1980). On the relationship between implicit and explicit modes in the learning of a complex rule structure.
  208. (2007). Opening the black box of what firms learn from their process experience. Working paper,
  209. (1997). Opportunity and constraint: Operations’ learning from the operating and competitive experience of industries.
  210. (1969). Organization and environment.
  211. (1978). Organization structure and economic performance: A test of the multidivisional hypothesis.
  212. (1998). Organizational evolution in the interorganizational environment: Incentives and constraints on international expansion strategy.
  213. (1985). Organizational evolution: A metamorphosis model of convergence and reorientation.
  214. (1991). Organizational fit and acquisition performance: Effects of post-acquisition integration.
  215. (1998). Organizational improvisation and organizational memory.
  216. (1991). Organizational inertia and momentum: A dynamic model of strategic change.
  217. (2005). Organizational integration of acquired biotechnology companies into pharmaceutical companies: The need for a hybrid approach.
  218. (1994). Organizational learning and diversification.
  219. (1991). Organizational learning curves: A method for investigating intra-plant transfer of knowledge acquired through learning by doing.
  220. (2003). Organizational learning from performance feedback: A behavioral perspective on innovation and change.
  221. (1993). Organizational learning: A review of some literatures.
  222. (2004). Organizational learning: Creating, retaining, and transferring knowledge.
  223. (1991). Organizational learning: The contributing processes and the literatures.
  224. (1988). Organizational learning.
  225. (1994). Organizational routines are stored as procedural memory: Evidence from a laboratory study.
  226. (1994). Organizational transformation as punctuated equilibrium: An empirical test.
  227. (1967). Organizations in action.
  228. (2006). Organizing for innovation: Managing the coordination-autonomy dilemma in technology acquisitions.
  229. (1995). Overcoming the liability of foreignness.
  230. (2007). Ownership strategies and survival of foreign subsidiaries: Impacts of institutional distance and experience.
  231. (2002). Pace, rhythm, and scope: Process dependence in building a profitable multinational corporation.
  232. (1999). Patching: Restitching business portfolios in dynamic markets.
  233. (1978). Patterns of strategy formation.
  234. (1998). Performance, aspirations, and risky organizational change.
  235. (1958). Personal knowledge.
  236. (2001). Picking apart the pieces: Is the SEC’s new focus on segment reporting more bark than bite?
  237. (1995). Population level learning.
  238. (1998). Portfolio restructuring and limits to hierarchical governance: The effects of environmental uncertainty and diversification strategy.
  239. (1978). Principles of categorization. In
  240. (2007). Prior relationship, information leakage, and the choice of M&A advisor. Working paper,
  241. (1981). Profitability measures as indicators of post-merger efficiency.
  242. (1996). Prospering in dynamically-competitive environments: Organizational capability as knowledge integration.
  243. (1979). Quasi experimentation: Design and analysis issues.
  244. (1996). Rebuilding behavioral context: A blueprint for corporate renewal.
  245. (2008). Reducing causal ambiguity in acquisition integration: Intermediate goals as mediators of integration decisions and acquisition performance.
  246. (1990). Relationships between type of acquisition, the autonomy given to the acquired firm, and acquisition success: An empirical analysis.
  247. (1993). Resetting the clock: The dynamics of organizational change and failure.
  248. (1998). Resource redeployment following horizontal acquisitions
  249. (1988). Returns to bidding firms in mergers and acquisitions: Reconsidering the relatedness hypothesis.
  250. (1991). Revolutionary change theories: A multilevel exploration of the punctuated equilibrium paradigm.
  251. (2007). Rules to acquire by.
  252. (1987). Schema-based interdomain transfer between isomorphic algebra and physics problems. Working paper,
  253. (2000). Segment disclosures under SFAS no. 131: Has business segment reporting improved? Accounting Horizons,
  254. (2002). Segment disclosures, proprietary costs, and the market for corporate control. Working paper,
  255. (1958). Selective perception: A note on the departmental identification of executives.
  256. (1995). Sensemaking in organizations. Thousand Oaks,
  257. (1994). Shareholder benefits from corporate international diversification: Evidence from U.S. international acquisitions.
  258. (1976). Shareholders’ interests and acquisition activity.
  259. (1997). Social learning and the “fundamental paradox” of transaction cost economics.
  260. (1977). Social learning theory.
  261. (2002). Social structure of “coopetition” within a multiunit organization: Coordination, competition, and intraorganizational knowledge sharing.
  262. (1991). Some tests of specification for panel data: Monte Carlo evidence and an application to employment equations.
  263. (2000). Some unanticipated consequences of organizational restructuring.
  264. (1997). Statement of financial accounting standards no.
  265. (1988). Strategic business fits and corporate acquisition: Empirical evidence.
  266. (1991). Strategic decision models: Integrating different perspectives.
  267. (1984). Strategic decision processes: Comprehensiveness and performance in an industry with an unstable environment.
  268. (1985). Strategic goals, perceived uncertainty, and economic performance in volatile environments.
  269. (1992). Strategic momentum: The effects of repetitive, positional, and contextual momentum on merger activity.
  270. (1987). Strategy and structure in the multiproduct firm.
  271. (1962). Strategy and structure.
  272. (2006). Strategy research and panel data: Evidence and implications.
  273. (1984). Structural inertia and organizational change.
  274. (2002). Structural inertia, imitation, and foreign expansion: South Korean firms and business groups in
  275. (1977). Structuring decontextualized forms of knowledge.
  276. (2000). Survival analysis for recurrent event data: An application to childhood infectious diseases.
  277. (1995). Survival analysis using the SAS system: A practical guide.
  278. (2001). Survival and profitability: The roles of experience and intangible assets in foreign subsidiary performance.
  279. (1991). Synergies and postacquisition performance: Differences versus similarities in resource allocations.
  280. (2003). Tacitness, learning, and international expansion: A study of foreign direct investment in a knowledge-intensive industry.
  281. (1988). Task complexity: A review and analysis.
  282. (2003). Team learning: Collectively connecting the dots.
  283. (1973). The abstraction and generalization of dot patterns.
  284. (1995). The acquisition, transfer, and depreciation of knowledge in service organizations: Productivity in franchises.
  285. (1971). The behavioral theory of the firm and top-level corporate decisions.
  286. (1987). The cognitive basis of knowledge transfer.
  287. (2007). The complete guide to mergers and acquisitions: Process tools to support M&A integration at every level.
  288. (1984). The comprehensiveness of strategic decision processes: Extension, observations, future directions.
  289. (2003). The context of dominance: An industry-driven framework for exploiting reputation.
  290. (2008). The contingent value of local partners’ business group affiliations.
  291. (2008). The danger of misinterpreting short-window event study findings in strategic management research: An empirical illustration using horizontal acquisitions.
  292. (2006). The determinants of merger waves.
  293. (1962). The economic implications of learning by doing.
  294. (1999). The effect of core change on performance: Inertia and regression toward the mean.
  295. (2005). The effect of general and partner-specific alliance experience on joint R&D project performance.
  296. (1981). The effects of category generalizations and instance similarity on schema abstraction.
  297. (1984). The effects of information order and learning mode on schema abstraction.
  298. (1989). The effects of management buyouts on operating performance and value.
  299. (1981). The escalation of commitment to a course of action.
  300. (1996). The evolution of intracorporate domains: Divisional charter losses in high-technology, multidivisional corporations.
  301. (1984). The history of progress functions as a managerial technology.
  302. (1996). The impact of human resource management on organizational performance: Progress and prospects.
  303. (2005). The impact of SFAS no. 131 business segment data on the market’s ability to anticipate future earnings.
  304. (2003). The impact of SFAS no. 131 on information and monitoring.
  305. (2006). The influence of acquisition experience and performance on acquisition behavior: Evidence from the U.S. commercial banking industry.
  306. (1999). The influence of organizational acquisition experience on acquisition performance: A behavioral learning perspective.
  307. (2005). The integration journey: An attentionbased view of the merger and acquisition integration process.
  308. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields.
  309. (1987). The learning curve, diffusion, and competitive strategy.
  310. (1979). The learning curve: Historical review and comprehensive survey.
  311. (2001). The management of people in mergers and acquisitions.
  312. (1996). The market for corporate control and firm innovation.
  313. (1993). The myopia of learning.
  314. (1973). The nature of managerial work.
  315. (1993). The new computer revolution.
  316. (1997). The performance impact of strategic similarity in horizontal mergers: Evidence from the U.S. banking industry.
  317. (2008). The performance implications of participating in an acquisition wave: Early mover advantages, bandwagon effects, and the moderating influence of industry characteristics and acquirer tactics.
  318. (1990). The persistence and transfer of learning in industrial settings.
  319. (1996). The platform organization: Recombining strategies, structures, and surprises.
  320. (1988). The prognostics of diversifying acquisitions.
  321. (1979). The risky business of diversification.
  322. (1992). The role of managerial learning and interpretation in strategic persistence and reorientation: An empirical exploration.
  323. (1976). The structure of “unstructured” decision processes.
  324. (2002). The structure of ownership and corporate acquisition strategies.
  325. (1997). The synergy trap.
  326. (1959). The theory of the growth of the firm.
  327. (1989). The transfer of cognitive skill.
  328. (1965). The transfer of learning.
  329. (2001). The uncertain relevance of newness: Organizational learning and knowledge flows.
  330. (1975). The uncertainty of the past: Organizational learning under ambiguity.
  331. (1978). The unit of analysis in organizational research. In
  332. (2001). The use of modular organizational forms: An industrylevel analysis.
  333. (2007). Theoretical implications of construct measurement: The case of acquisition performance. Working paper,
  334. (2008). Toward unlocking the full potential of acquisitions: The role of organizational restructuring.
  335. (1997). Towards an attention-based view of the firm.
  336. (1988). Transaction cost analysis of strategy-structure choice.
  337. (1987). Transfer of learning: Contemporary research and applications.
  338. (1984). Treating progress functions as a managerial opportunity.
  339. (1998). Uncertain outcomes of foreign investment: Determinants of the dispersion of profits after large acquisitions.
  340. (2001). Uncertainty, imitation, and plant location: Japanese multinational corporations,
  341. (2002). Understanding acquisition performance: The role of transfer effects.
  342. (1979). Understanding reorganizations of divisionalized companies.
  343. (1993). Understanding strategic change: The contribution of archetypes.
  344. (2008). Unpacking prior experience: How career history affects job performance. Forthcoming in Organization Science.
  345. (1997). Validity and efficiency of approximation methods for tied survival times in Cox regression.
  346. (2007). Vicarious learning from the failures and near-failures of others: Evidence from the U.S. commercial banking industry.
  347. (2005). What constrains or facilitates divestitures of formerly acquired firms? The effects of organizational inertia.
  348. (2002). What do returns to acquiring firms tell us? Evidence from firms that make many acquisitions.
  349. (1999). What financial analysts want. Strategic Finance,
  350. (2008). What is M&A performance?
  351. (2007). What’s the difference? Diversity constructs as separation, variety, or disparity in organizations.
  352. (2002). When and where do we apply what we learn? A taxonomy for far transfer.
  353. (1996). When competition eclipses cooperation: An event history analysis of joint venture failure.
  354. (2002). When do firms learn from their acquisition experience? Evidence from 1990-1995.
  355. (1998). When do interlocks matter?: Alternate sources of information and interlock influence.
  356. (2006). Who do firms imitate? A multilevel approach to examining sources of imitation in the choice of mergers and acquisitions.
  357. (2004). Why must all good things come to an end? The performance of multiple acquirers. Paper presented at the Annual Meeting of the Academy of Management,
  358. (2008). Within-industry diversification and firm performance in the presence of network externalities: Evidence from the software industry.
  359. (1997). Working abroad, working with others: How firms learn to operate international joint ventures.

To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.