Understanding acquisition performance: The role of transfer effects

Organization Science

Volumn 13, Issue 1, 2002, Pages 36-47

  Finkelstein, Sydney ^a   Haleblian, Jerayr ^a  

^a DARTMOUTH COLLEGE   (United States)

Author keywords

Mergers and Acquisitions; Organizational Learning

Indexed keywords

EID: 0036002667     PISSN: 10477039     EISSN: None     Source Type: Journal    
DOI: 10.1287/orsc.13.1.36.539     Document Type: Article

References (55)

1. Resetting the clock: The dynamics of organizational change and failure
2. The persistence and transfer of learning in industrial settings
3. Merger bids, uncertainty, and stockholder returns
4. The gains to bidding firms from merger
5. Matching compensation and organization strategies
6. On the measurement of organizational slack
7. Measuring security price performance
8. Using daily stock returns
9. Measurement of firm diversification: Is it robust?
10. Organizational routines are stored as procedural memory: Evidence from a laboratory study
11. Organizational fit and strategic performance: Effects of post-acquisition integration
12. Factors influencing wealth creation from mergers and acquisitions: A meta-analysis
13. The cross section of expected stock returns
14. The cognitive basis of knowledge transfer
15. Managerial discretion: A bridge between polar views on organizations
16. Human ecology
17. Does corporate performance improve after mergers?
18. Industry influences on strategy reformulation
19. Agency costs of free cash flow, corporate finance, and takeovers
20. Performance pay and top management incentives
21. The success of acquisitions: Evidence from divestitures
22. Why do mergers miscarry
23. Managing acquisitions of strategic business units with the aid of the arbitrage pricing model
24. Integrating strategic, organizational, and human resource perspectives on mergers and acquisitions: A case survey of synergy realization
25. Organizational learning
26. Effects of board composition and stock ownership on the adoption of poison pills
27. Exploration and exploitation in organizational learning
28. Do managerial acquisitions drive bad acquisitions?
29. The structure and function of collective constructs: Implications for multilevel research and theory development
30. Corporate financing and investment decisions when firms have information that investors do not have
31. Analogical transfer, problem similarity, and expertise
32. Organizational learning and diversification
33. Transfer, interference, and forgetting
34. Research on corporate diversification: A synthesis
35. The performance impact of strategic similarity in horizontal mergers: Evidence from the U.S. banking industry
36. The hubris hypothesis of corporate takeovers
37. Evidence on the capitalized value of merger activity for acquiring firms
38. The learning curve equation
39. Corporate takeover bids, methods of payment, and bidding firms stock returns
40. Abnormal returns to acquired firms by type of acquisition and method of payment
41. Knowledge and competence as strategic assets
42. Factors affecting the cost of airplanes
43. Knowledge and the speed of the transfer and imitation of organizational capabilities: An empirical test