Value creation in corporate acquisitions: Linking value creation logic, organisational capabilities and implementation processes

Advances in Mergers and Acquisitions

Volumn 9, Issue , 2010, Pages 153-175

  Schoenberg, Richard ^a   Bowman, Cliff ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84886432001     PISSN: 1479361X     EISSN: None     Source Type: Book Series    
DOI: 10.1108/S1479-361X(2010)0000009010     Document Type: Review

References (48)

1. Ambrosini, V. (2003). Tacit and ambiguous resources as sources of competitive advantage. Basingstoke: Palgrave Macmillan.
2. Ambrosini, V., & Bowman, C. (2001). Tacit knowledge: Some suggestions for operationalization. Journal of Management Studies, 38, 811-829. (Pubitemid 33385953)
3. Ambrosini, V., Bowman, C., & Schoenberg, R. (2010). Should acquiring firms pursue more than one value creation strategy? An empirical test of acquisition performance. British Journal of Management, DOI: 10.1111/j.1467-8551.2010.00693.x.
4. Angwin, D. (2004). Speed in M&A integration: The first 100 days. European Management Journal, 22, 418-430. (Pubitemid 39305446)
5. Ashkenas, R., & Francis, S. (2000). Integration managers: Special leaders for special times. Harvard Business Review, 78(6), 108-116.
6. Barney, J. (1986). Organizational culture: Can it be a source of sustained competitive advantage? Academy of Management Review, 11, 656-665.
7. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99-120.
8. Bowman, C., & Ambrosini, V. (2003). How the resource-based and the dynamic capability views of the firm inform competitive and corporate level strategy. British Journal of Management, 14, 289-303. (Pubitemid 37528407)
9. Burgelman, R., & McKinney, W. (2006). Managing the strategic dynamics of acquisition integration: Lessons from HP and Compaq. California Management Review, 48, 6-27.
10. Capron, L., & Anand, J. (2007). Acquisition-based dynamic capabilities. In: C. E. Helfat, S. Finkelstein, W. Mitchell, M. Peteraf, H. Singh, D. Teece & S. Winter (Eds), Dynamic capabilities: Understanding strategic change in organizations (pp. 80-99). London: Blackwell.
11. Capron, L., & Pistre, N. (2002). When do acquirers earn abnormal returns? Strategic Management Journal, 23, 781-794. (Pubitemid 34964368)
12. Cartwright, S., & Cooper, C. (1996). Managing mergers, acquisitions and strategic alliances: Integrating people and cultures. Oxford: Butterworth-Heinemann.
13. Dagnino, G., & Pisano, V. (2008). Unpacking the champion of acquisitions: The key figure in the execution of the post-acquisition integration process. Advances in Mergers and Acquisitions, 7, 51-69.
14. Eisenhardt, K., & Martin, J. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21, 1105-1121.
15. Felman, M., & Spratt, M. (2001). Five frogs on a log: A CEO's field guide to accelerating the transition in mergers, acquisitions and gut wrenching change. Chichester: Wiley.
16. Goergen, M., & Renneboog, L. (2003). Value creation in large European mergers and acquisitions. Advances in Mergers and Acquisitions, 2, 97-146. (Pubitemid 137640494)
17. Grant, R. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17, S109-S122.
18. Haspeslagh, P., & Jemison, D. (1991). Managing acquisitions: Creating value through corporate renewal. Free Press: New York.
19. Helfat, C. E., Finkelstein, S., Mitchell, W., Peteraf, M., Singh, H., Teece, D., & Winter, S. (2007). Dynamic capabilities: Understanding strategic change in organizations. London: Blackwell.
20. Inkpen, A. (1998). Learning and knowledge acquisition through international strategic alliances. Academy of Management Executive, 12(4), 69-80. (Pubitemid 128669089)
21. Jensen, M., & Ruback, R. (1983). The market for corporate control: The scientific evidence. Journal of Financial Economics, 11, 5-50.
22. Kavanagh, M., & Ashkanasy, N. (2006). The impact of leadership and change management strategy on organizational culture and individual acceptance of change during a merger. British Journal of Management, 17, S81-S104.
23. King, D., Dalton, D., Daily, C., & Covin, J. (2004). Meta-analyses of post acquisition performance indications of unidentified moderators. Strategic Management Journal, 25, 187-200.
24. Kogut, B., & Zander, U. (1992). Knowledge of the firm, combinative capabilities, and the replication of technology. Organization Science, 3, 383-397.
25. Kostova, T. (1999). Transnational transfer of strategic organisational practices: A contextual perspective. Academy of Management Review, 24, 308-324.
26. Krug, J., & Aguilera, R. (2005). Top management team turnover in mergers and acquisitions. Advances in Mergers and Acquisitions, 4, 121-151.
27. Larsson, R., & Finkelstein, S. (1999). Integrating strategic, organisational, and human resource perspectives on mergers and acquisitions: A case survey of synergy realization. Organization Science, 10(1), 1-26.
28. Moeller, S., & Wells, T. (2005). Santander is coming to town: The acquisition of Abbey National by Grupo Santander. Cass Business School Case Study, ECCH Case No. 305-512-1, European Case Clearing House, Cranfield.
29. Pablo, A., & Javidan, M. (2004). Mergers and acquisitions: Creating integrative knowledge. Malden, MA: Blackwell.
30. Porter, M. (1987). From competitive advantage to corporate strategy. Harvard Business Review, 65(3), 43-59.
31. Schein, E. (1985). Organizational culture and leadership. San Francisco: Jossey Bass.
32. Schoenberg, R. (2001). Knowledge transfer and resource sharing as value creation mechanisms in inbound continental European acquisitions. Journal of Euromarketing, 10(1), 99-114. (Pubitemid 34244102)
33. Schoenberg, R. (2003). Mergers and acquisitions: Motives, value creation and implementation. In: D. Faulkner & A. Campbell (Eds), The Oxford handbook of corporate strategy (pp. 95-117). Oxford: Oxford University Press.
34. Schoenberg, R. (2006). Measuring the performance of corporate acquisitions: An empirical comparison of alternative metrics. British Journal of Management, 17(4), 361-370. (Pubitemid 44893390)
35. Schweiger, D., Mitchell, E., Scott, J., & Brown, C. (2007). M&A as linkages: The critical link between valuation, pricing, synergy and integration. In: D. Angwin (Ed.), Mergers and acquisitions (pp. 299-328). Oxford: Blackwell.
36. Schweiger, D., & Very, P. (2003). Creating value through merger and acquisition integration. Advances in Mergers and Acquisitions, 2, 1-26. (Pubitemid 137640490)
37. Seth, A. (1990). Value creation in acquisitions: A re-examination of performance issues. Strategic Management Journal, 11, 99-116.
38. Seth, A., Song, K., & Pettit, R. (2000). Synergy, materialism or hubris? An empirical examination of motives for foreign acquisitions of US firms. Journal of International Business Studies, 31, 387-405.
39. Stahl, G., & Voigt, A. (2008). Do cultural differences matter in mergers and acquisitions? A tentative model and examination. Organization Science, 19, 160-176.
40. Sudarsanam, S. (2010). Creating value from mergers and acquisitions: The challenges, an evidence-based approach (2nd edn.). Harlow: FT Prentice Hall.
41. Sudarsanam, S., & Mahate, A. A. (2006). Are friendly acquisitions too bad for shareholders and managers? Long term value creation and top management turnover in hostile and friendly acquirers. British Journal of Management, 17, S7-S30. (Pubitemid 43320027)
42. Szulanski, G. (1996). Exploring internal stickiness: Impediments to the transfer of best practice within the firm. Strategic Management Journal, 17, S27-S43.
43. Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28, 1319-1350. (Pubitemid 350134181)
44. Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533. (Pubitemid 127467809)
45. Tuch, C., & O'Sullivan, N. (2007). The impact of acquisitions on firm performance: A review of the evidence. International Journal of Management Reviews, 9, 141-170.
46. Van Dick, R., Ullrich, J., & Tissington, P. A. (2006). Working under a black cloud: How to sustain organizational identification after a merger. British Journal of Management, 17, S69-S80.
47. Wheelwright, S., Holloway, C., Tempest, N., & Kasper, D. (1999). Cisco Systems, Inc.: Acquisition integration for manufacturing. Harvard Business School Case Study 9-600-015. Harvard Business School Publishing, Boston.
48. Zander, U., & Kogut, B. (1995). Knowledge and the speed of the transfer and imitation of organizational capabilities: An empirical test. Organization Science, 6, 76-92.