Reducing Causal Ambiguity in Acquisition Integration: Intermediate Goals as Mediators of Integration Decisions and Acquisition Performance.

Cording, Margaret; Christmann, Petra; King, David R.

doi:10.5465/amj.2008.33665279

Cited by 187 publications

(386 citation statements)

References 123 publications

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“…As noted earlier, other studies have also found that communication (Larsson & Finkelstein, 1999) and standardization of functions (Cording et al, 2008;Sarala & Vaara, 2010) promote knowledge transfer between the merging firms. However, some scholars have suggested that post-merger integration is particularly challenging for knowledgebased firms because a delicate balance must be maintained in order to realize synergies without disrupting the capabilities of the target (Ranft & Lord 2000;.…”

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confidence: 67%

“…Larger-sample studies suggest that integration speed affects PMI outcomes in complex ways. Cording et al (2008) found that integration speed increases internal reorganization goal achievement and Schweizer and Patzelt (2012) found evidence that faster integration may enhance employee retention. Homburg and Bucerius (2006) observed that faster integration was most beneficial when the target and acquirer had high internal relatedness (e.g., strategic orientation and management style) and low external relatedness (geographic markets and customers).…”

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confidence: 99%

“…Studies have used an array of measures for strategic integration activities and outcomes, often in conflicting ways. As just one example, some authors equate integration and "consolidation" (e.g., Pablo, 1994;Zaheer et al, 2013), while others view consolidation as just one of several possible forms of integration (Haspeslagh and Jemison, 1991), and still others view consolidation as a performance outcome that results from integration (Cording et al, 2008 …”

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confidence: 99%

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The Process of Postmerger Integration: A Review and Agenda for Future Research

Graebner¹,

Heimeriks

Huy

et al. 2017

ANNALS

295

354

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Mergers and acquisitions continue to be prevalent despite frequently yielding disappointing outcomes. Post-merger integration plays a critical role in M&A success, yet many questions about M&A implementation remain unanswered. In this article, we review research on post-merger integration, which we organize around strategic integration, sociocultural integration, and experience and learning. We then lay out a research agenda that centers on expanding our understanding of processual dynamics in post-merger integration. We focus on opportunities related to temporality; decision-making; practices and tools; and emotionality.

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confidence: 67%

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confidence: 99%

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confidence: 99%

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The Process of Postmerger Integration: A Review and Agenda for Future Research

Graebner¹,

Heimeriks

Huy

et al. 2017

ANNALS

295

354

View full text Add to dashboard Cite

show abstract

“…Integration is crucial for the success of acquisitions. As several research studies have revealed, a lack of or faulty integration leads to failure of acquisition (Barkema and Schijven 2008a;Cording et al 2008;Ellis et al 2011;Ellis et al 2009;Shrivastava 1986); for instance, because the envisaged synergy effects could not be raised.…”

Section: Transfer Effectsmentioning

confidence: 99%

“…Acquisitions are important strategic management decisions leading to considerable organizational changes (Barkema and Schijven 2008a;Cording et al 2008;Ellis et al 2009). Acquisitions are complex transactions; they consume financial and managerial resources going far beyond everyday business, in terms of both the transaction itself and successive integration.…”

Section: Introductionmentioning

confidence: 99%

Lost in transaction? The transfer effect of strategic consistency

Fehre

Kronenwett

Lindstädt

et al. 2015

Bus Res

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Prior empirical studies provide evidence that the learning-curve perspective from manufacturing settings is not directly applicable to strategic management settings. In the latter case learning relates to the quality rather than to the quantity of experience. Regarding the antecedents of organizational learning especially, there are still unanswered questions remaining; for example, the questions what kind of experience has a positive effect on performance and what kind of experience is more of a hindrance than a help. This becomes obvious when looking at acquisitions as examples of strategic management decisions. Results of prior empirical studies analyzing the relationship of acquisition experience and acquisition performance have been mixed. By introducing the concept of strategic consistency, we intend to facilitate a better understanding of the kind of experience necessary for organizational learning. Therefore, we measure the concordance and frequency of change in strategic actions. Employing a sample of 379 acquisition series, we find evidence for a positive transfer effect of strategic consistency within series and, therefore, a positive relationship between strategic consistency and acquisition performance.

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