Achieving Post-Acquisition Success: The Role of Corporate Entrepreneurship

Thomson, J. Neil; McNamara, Peter

doi:10.1016/s0024-6301(01)00101-7

Cited by 26 publications

(17 citation statements)

References 25 publications

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“…This study contributes to literature on entrepreneurial behavior in companies and to literature on M&A transactions. The research specifically contributes to the scarce research investigating entrepreneurial phenomena in M&A (Thomson & McNamara, 2001). This is especially important because M&A transactions are means for growing and developing companies strategically (Angwin, 2007;Christensen et al, 2011).…”

Section: Theoretical Relevancementioning

confidence: 99%

“…Furthermore, research investigating entrepreneurial behavior in an M&A context is scarce (for a qualitative exception see Thomson & McNamara, 2001) even though behavioral decision making processes are cited to be a fruitful base for understanding acquisition outcomes (Haleblian, Devers, McNamara, Carpenter, & Davison, 2009). One reason for this this research gap can be found in the fact that research on entrepreneurial leadership is still in its infancy because until recently "progress has been hindered by the lack of conceptual development and adequate tools to measure leaders' entrepreneurial characteristics and behaviors" (Renko et al, 2015: 55).…”

Section: Introductionmentioning

confidence: 99%

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The impact of industry-wide and target market environmental hostility on entrepreneurial leadership in mergers and acquisitions

Ströbl

Bauer

Matzler

2020

Journal of World Business

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Based on survey data from 115 acquisitions completed between 2008 and 2011 by European acquirers from German-speaking countries, we find evidence that entrepreneurial leadership is a strong predictor of exploration and a weaker but significant driver of exploitation outcomes following M&A. Industry-wide environmental hostility negatively impacts the influence of entrepreneurial leadership on exploitation. Target market environmental hostility negatively impacts the influence of entrepreneurial leadership on exploration. Thus, while entrepreneurial leadership is a key success factor of M&A performance by increasing both, post-merger exploration and exploitation, acquirers need to take environmental conditions at the industry and market level into account.

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Section: Theoretical Relevancementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The impact of industry-wide and target market environmental hostility on entrepreneurial leadership in mergers and acquisitions

Ströbl

Bauer

Matzler

2020

Journal of World Business

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“…Employees' ex ante perception of the integration process and stakeholder power. An ideal employee in an integration project would act as corporate entrepreneur, motivated and able to develop the combining organizations along the lines of the integration plan (Thomson and McNamara 2001). However, in integration projects, employees experience job insecurity, process changes and cultural clashes (Choi et al 2012;Hubbard and Purcell 2001;Joshi and Goyal 2013).…”

Section: Contextmentioning

confidence: 99%

The Challenge of Integration: A Review of the M&A Integration Literature

Steigenberger

2016

Int J Management Reviews

130

126

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The integration of acquired or merging firms is a key driver of the success or failure of mergers and acquisitions (M&As). Over the last 30 years, a substantial body of research has addressed M&A integration, offering rich but widely dispersed insights into this phenomenon. This paper takes stock of the current knowledge, based on a review of articles published in scholarly journals. The review advances the conceptual understanding of the phenomenon by inductively developing an overarching framework for the M&A integration literature, where integration success is a function of context, structural and communication‐based interventions, which interact with collective sensemaking processes and negotiations among integration stakeholders. Based on this framework, a research agenda is suggested. I proposes that, in particular, the interaction between structural interventions and leadership warrants further study. Also, little is known about integration project management and integration team composition or the interaction between integration context and collective sensemaking processes. Finally, there is a shortage of research on temporal dynamics within integration projects. The review demonstrates that M&A scholars made substantial progress regarding our understanding of the M&A integration process, yet much remains to be done.

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“…Recently, the acquisition of global supply chains has been seen as a way for firms to engage in obtaining and leveraging new resources through corporate venturing (Thomson & McNamara, 2001). In particular, acquisitions may form a critical component of external corporate venturing (Miles & Covin, 2002).…”

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confidence: 99%

Supply-chain corporate venturing through acquisition: Key management team retention

Kiessling

Harvey

Moeller

2012

Journal of World Business

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Acquisitions are often used as a way to engage in corporate venturing. The value of these ventures tends to reside in the knowledge and capabilities of the key management team members who have and maintain key inter-organizational relationships. Because their knowledge and/or relationships may be tacit and therefore difficult to transfer, retaining the key managers in the acquired organization is often a critical issue for the human resource management of the acquiring organization. They are also frequently thought to be critical elements in the future performance in global supply chains and therefore, should be a key concern of human resource management after the acquisition has been culminated. Using a unique dataset of corporate acquisitions in supply-chains, we examine how the development of the psychological contract elements affects retention of critical key global managers. We find that higher retention of the key management team members leads to higher performance after acquisition. We also find that the development of the psychological contract has a positive impact on the retention of key managers with global supply-chain relations. © 2010 Elsevier Inc

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Achieving Post-Acquisition Success: The Role of Corporate Entrepreneurship

Cited by 26 publications

References 25 publications

The impact of industry-wide and target market environmental hostility on entrepreneurial leadership in mergers and acquisitions

The impact of industry-wide and target market environmental hostility on entrepreneurial leadership in mergers and acquisitions

The Challenge of Integration: A Review of the M&A Integration Literature

Supply-chain corporate venturing through acquisition: Key management team retention

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