The Integration Journey: An Attention-Based View of the Merger and Acquisition Integration Process

Yu, Jisun; Engleman, Rhonda M; Ven, Andrew H. Van de

doi:10.1177/0170840605057071

Cited by 147 publications

(129 citation statements)

References 39 publications

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“…At the same time, acquired employees may be focused on internal threats to their careers, leading to different emotional responses. Moreover, the focus of managerial attention oscillates over the course of a PMI process (Yu et al, 2005), suggesting that emotions will oscillate as well.…”

Section: Emotionalitymentioning

confidence: 99%

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

Graebner¹,

Heimeriks

Huy

et al. 2017

ANNALS

296

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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Section: Emotionalitymentioning

confidence: 99%

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

Graebner¹,

Heimeriks

Huy

et al. 2017

ANNALS

296

354

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“…The attention-based view of the firm has been used in the strategy literature to explain the merger and acquisition integration process (Yu et al, 2005), real options reasoning (Barnett, 2008) and strategic change (Cho and Hambrick, 2006). A special issue of Journal of International Business Studies on managerial intentionality stresses that the "role that managers play in achieving certain internationalizations is…underdeveloped in the [international business] literature" ( Hutzschenreuter et al, 2007( Hutzschenreuter et al, : 1056.…”

Section: Contributionmentioning

confidence: 99%

International exposure through network relationships: Implications for new venture internationalization

Fernhaber

2013

Journal of Business Venturing

162

128

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Abstract:Drawing on the network literature and attention-based view, we examine the extent to which international exposure from key informal (geographically proximate firms) and formal (alliance partners) network relationships impacts new venture internationalization. Our findings are three-fold. First, international exposure from both types of network relationships positively influence new venture internationalization, and serve as substitutes for each other. Second, the effects differ based on the age of the venture. While older ventures benefit more from international exposure from alliance partners, younger ventures are more influenced by international exposure from geographically proximate firms. Third, our analysis confirms a three-way interactive effect of age and international exposure from informal and formal relationships on new venture internationalization.Keywords: New venture, Internationalization, Knowledge, Age Executive summaryThe importance of networking in the international context continues to escalate due to the increasing interdependencies between firms, countries and markets (Dunning, 1995). For new ventures that battle liabilities of foreignness and newness concurrently, the relevancy of networks is magnified even further (Johanson and Vahlne, 2009). Despite the growing literature stream on networks, there are three relatively ignored aspects of network relationships that could have significant implications for internationalizing ventures. First, although pioneering research on entrepreneurial networks has long recognized the differential benefits of informal versus formal networks (Birley, 1985), the implications of network relationship formality for internationalization remain understudied. Second, limited research has been conducted that moves beyond the extent of network relationships to alternatively consider the ability of those relationships to expose a venture to internationalization. International exposure is broadly defined as the extent to which a venture's management team comes into contact with international knowledge through prior experiences or network relationships. Third, it is unclear how the reliance on various network relationships potentially differs among younger and older ventures, despite the fact that the management literature frequently recognizes the evolutionary nature of ventures (e.g., Katz and Kahn, 1978, Lippitt and Schmidt, 1967, Quinn and Cameron, 1983and Scott, 1971).The purpose of this paper is to respond to these gaps in the literature. We explore if international exposure through informal and formal network relationships positively impacts the internationalization of new ventures, and if so, whether or not the relationship differs according to the age of the venture. The theoretical foundation for our research is the network literature supplemented by the attention-based view.Our analyses of 448 U.S.-based, high-growth ventures in high-technology industries offer a series of findings. First, international exposures from both formal (alliance partners) ...

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“…Third, by obtaining data at multiple points in time and incorporating a longitudinal perspective into the study I have responded to the call of several authors (Duncan and Eero 2005;Yu, Engleman, and Van de Van 2005). I was able to show that M&A dynamics are not a continuous linear progression over time.…”

Section: Concluding Discussionmentioning

confidence: 99%

Cultural influences and the mediating role of socio-cultural integration processes on the performance of cross-border mergers and acquisitions

Hajro

2014

The International Journal of Human Resource Management

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This paper reports findings from a longitudinal case study (2005 -2011) of a merger between an Austrian and a German energy provider. I develop a model of socio-cultural integration processes based on an analysis of critical incidents expressed in 71 problem-centred interviews and observations with acquired and acquiring employees at four different points of time: immediately before the takeover and during the first negotiation talks, and one, three and six years after the takeover. The findings suggest that the relationship between national and organizational cultural differences and M&A outcomes is mediated by socio-cultural integration processes defined in terms of the formation of interpersonal relationships, trust and shared identity. Based on these findings I formulate specific propositions and build an evidence-based model of M&A socio-cultural integration processes that guides future research and practice.

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The Integration Journey: An Attention-Based View of the Merger and Acquisition Integration Process

Cited by 147 publications

References 39 publications

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

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

International exposure through network relationships: Implications for new venture internationalization

Cultural influences and the mediating role of socio-cultural integration processes on the performance of cross-border mergers and acquisitions

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