The Competitive Dynamics of Entrepreneurial Market Entry

Research on general market entry usually focuses on large enterprises, often, however, small entrants can alter the competitive dynamic of an industry. This volume brings together the most prominent thought leaders and the best research on the asymmetric entrant-incumbent dynamics. This ideas presented offer a more nuanced perpective on how, when, where and with whar consequence small, single-product firms enter market that are dominated by large, multiproduct and multimarket incumbents. Sholars and student in entrepreneurship, strategy, international business and related fields will find this excellent collection of key published and original material illuminating

Linking Merger and Acquisition Strategies to Postmerger Integration: A Configurational Perspective of Human Resource Management

The extant literature tends to frame mergers and acquisitions (M&As) and postmerger integration (PMI) as strategies and outcomes, but this framing often leaves their underlying processes underexplored. We address this gap by redirecting attention to the view that M&As are largely embedded in social and human practices. Our conceptual study identifies three generic M&A strategies—annex & assimilate, harvest & protect, and link & promote—and matches them with three well-known PMI outcomes (i.e., absorption, preservation, and symbiosis, respectively). Using a configurational perspective and drawing upon the ability-motivation-opportunity (AMO) model, we develop a conceptual framework that reveals why and how AMO-enhancing human resource management (HRM) practices can link M&A strategies and PMI outcomes. Finally, we elaborate on the theoretical and practical contributions and chart a course for future inquiry and research applications for the M&A-HRM-PMI triad and its processes

The Stock Market Evaluation of IPO-Firm Takeovers

We conduct an event study to assess the stock market evaluation of public takeover announcements. Unlike the majority of previous research, we specifically focus on acquisitions targeted at newly public IPO-firms and show that the stock market positively evaluates these M&As as R&D. However, bidders' abnormal announcement returns are significantly lower for takeovers directed at targets with critical intangible assets and innovative capabilities inalienably bound to their initial owners than for those that have internally accumulated respective resources and capabilities. We explain these findings with the acquirer's post-acquisition dependence on continued access to the IPO-firm founders' target-specific human capital. Our results contribute to literature in that they show that the stock market perceives these potential impediments to successful exploitation of acquired strategic resources and thus identify a potential cause for heretofore mostly inconsistent evidence on bidder abnormal returns in corporate takeovers found in previous research

Capture, governance, and resilience: strategy implications from the history of Rome

Organizational resilience is a subject of great interest to management and strategy scholars. Drawing on over 1,000 years of historical data on the Republic of Rome, and focusing primarily on the period of its establishment (509 BC-338 BC), we identify two generic strategies, capture and governance, that together are essential for organizational resilience. Capture strategy relates to market expansions, while governance strategy refers to the capacity of an organization to assimilate, retain, defend, and increase its dominance within annexed markets. The history of Rome also reveals four supporting tactics-saving power, maintaining a stronghold base, isolating and weakening adversaries, and creating forward outposts-that shore up and reinforce the capture and governance strategies, to create a more enduring and resilient enterprise. Interestingly, a system-wide view of the strategy-tactic framework also offers insights on resilience through smallness, thus illustrating its conceptual utility to organizations of all sizes including small enterprises.</p