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ICT Integration in an M&A Process
16 references·0 citing·46 second hop
ICT Integration in an M&A Process (2005)ICT Integration in an M&A ProcessIntegration or disintegration? Human resource implications of a common corporate language decision in a cross-border merger (2005)Integration or disintegration…The post-merger performance puzzle (2004)The post-merger performance p…A Marketing Perspective on Mergers and Acquisitions: How Marketing Integration Affects Postmerger Performance (2004)A Marketing Perspective on Me…Not all M&As are alike--and that matters. (2001)Not all M&As are alike--and t…Mergers and acquisitions across European borders: National perspectives on preacquisition due diligence and the use of professional advisers (2001)Mergers and acquisitions acro…Does operating performance really improve following corporate acquisitions? (2001)Does operating performance re…Managing the Post‐acquisition Integration Process: How the Human Iintegration and Task Integration Processes Interact to Foster Value Creation (2000)Managing the Post‐acquisition…Knowledge Transfer in International Acquisitions (1999)Knowledge Transfer in Interna…Integrating Strategic, Organizational, and Human Resource Perspectives on Mergers and Acquisitions: A Case Survey of Synergy Realization (1999)Integrating Strategic, Organi…Making the deal real: how GE Capital integrates acquisitions. (1998)Making the deal real: how GE …Mergers, acquisitions, and corporate restructurings (1996)Mergers, acquisitions, and co…DETERMINANTS OF ACQUISITION INTEGRATION LEVEL: A DECISION-MAKING PERSPECTIVE. (1994)DETERMINANTS OF ACQUISITION I…The Success of Acquisitions: Evidence from Divestitures (1992)The Success of Acquisitions: …Managing acquisitions: Creating value through corporate renewal (1991)Managing acquisitions: Creati…Does Corporate Performance Improve After Mergers? (1990)Does Corporate Performance Im…Corporate Acquisitions: A Process Perspective (1986)Corporate Acquisitions: A Pro…Judgment under Uncertainty: Heuristics and Biases (1975)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Momentum and serendipity: how acquired leaders create value in the integration of technology firms (2004)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Organizing for Innovation: Managing the Coordination-Autonomy Dilemma in Technology Acquisitions (2006)What (Not) to Expect When Surveying Executives (2006)Evaluating Structural Equation Models with Unobservable Variables and Measurement Error (1981)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)The Knowledge-Creating Company (1998)Measuring innovative performance: is there an advantage in using multiple indicators? 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(2000)A review of telework research: findings, new directions, and lessons for the study of modern work (2002)Supply chain collaboration: Impact on collaborative advantage and firm performance (2010)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Effect of National Culture on the Choice of Entry Mode (1988)Organizational Learning: The Contributing Processes and the Literatures (1991)Technological acquisitions and the innovation performance of acquiring firms: a longitudinal study (2001)External Control of Organizations: Resource Dependence Perspective (2011)Global diversification and bidder gains: A comparison between cross-border and domestic acquisitions (2004)Causes and consequences of goodwill impairment losses (2011)Ambidexterity under scrutiny: Exploration and exploitation via internal organization, alliances, and acquisitions (2013)Recent Developments in International Management Research: A Review of 20 Top Management Journals (2002)Cultural differences and capability transfer in cross-border acquisitions: the mediating roles of capability complementarity, absorptive capacity, and social integration (2007)Exploring internal stickiness: Impediments to the transfer of best practice within the firm (1996)Relative absorptive capacity and interorganizational learning (1998)
this work references cited by second hop

References

  • 1990Does Corporate Performance Improve After Mergers?1,662 cited
  • 1991Managing acquisitions: Creating value through corporate renewal1,499 cited
  • 1999Integrating Strategic, Organizational, and Human Resource Perspectives on Mergers and Acquisitions: A Case Survey of Synergy Realization1,301 cited
  • 1986Corporate Acquisitions: A Process Perspective1,160 cited
  • 1999Knowledge Transfer in International Acquisitions1,072 cited
  • 1992The Success of Acquisitions: Evidence from Divestitures839 cited
  • 2000Managing the Post‐acquisition Integration Process: How the Human Iintegration and Task Integration Processes Interact to Foster Value Creation734 cited
  • 1994DETERMINANTS OF ACQUISITION INTEGRATION LEVEL: A DECISION-MAKING PERSPECTIVE.544 cited
  • 1996Mergers, acquisitions, and corporate restructurings495 cited
  • 2001Does operating performance really improve following corporate acquisitions?477 cited
  • 2001Not all M&As are alike--and that matters.405 cited
  • 2004The post-merger performance puzzle364 cited
  • 2004A Marketing Perspective on Mergers and Acquisitions: How Marketing Integration Affects Postmerger Performance292 cited
  • 2001Mergers and acquisitions across European borders: National perspectives on preacquisition due diligence and the use of professional advisers224 cited

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  • 1998Making the deal real: how GE Capital integrates acquisitions.211 cited
  • 2005Integration or disintegration? Human resource implications of a common corporate language decision in a cross-border merger199 cited
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