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Motive Archetypes in Mergers and Acquisitions (M&A): The Implications of a Configurational Approach to Performance
16 references·16 citing·27 second hopsampled
Motive Archetypes in Mergers and Acquisitions (M&A): The Implications of a Configurational Approach to Performance (2007)Motive Archetypes in Mergers and Acquisit…Firm resources and sustained competitive advantage (2004)Firm resources and sustained …TOWARD A STEWARDSHIP THEORY OF MANAGEMENT (1997)TOWARD A STEWARDSHIP THEORY O…Explaining the Premiums Paid for Large Acquisitions: Evidence of CEO Hubris (1997)Explaining the Premiums Paid …The Theory of the Growth of the Firm (1995)The Theory of the Growth of t…Managing acquisitions: Creating value through corporate renewal (1991)Managing acquisitions: Creati…Firm Resources and Sustained Competitive Advantage (1991)Firm Resources and Sustained …From Competitive Advantage to Corporate Strategy (1989)From Competitive Advantage to…Asset Stock Accumulation and Sustainability of Competitive Advantage (1989)Asset Stock Accumulation and …The Hubris Hypothesis of Corporate Takeovers (1986)The Hubris Hypothesis of Corp…Agency Costs of Free Cash Flow, Corporate Finance, and Takeovers (1986)Agency Costs of Free Cash Flo…A resource‐based view of the firm (1984)A resource‐based view of the …The market for corporate control (1983)The market for corporate cont…An Evolutionary Theory of Economic Change. (1983)An Evolutionary Theory of Eco…Theory of the firm: Managerial behavior, agency costs and ownership structure (1976)Theory of the firm: Manageria…Mergers and the Market for Corporate Control (1965)Mergers and the Market for Co…Leadership in administration (1957)Leadership in administrationAcquisition as a mode for servitisation: servitisation integration and consequences (2023)Acquisition as a mode for ser…Project, program and portfolio management as modes of organizing: Theorising at the intersection between mergers and acquisitions and project studies (2022)Project, program and portfoli…Does merger & acquisition (M&A) strategy matter? A contingency perspective (2022)Does merger & acquisition (M&…Run or hide: changes in acquisition behaviour during the COVID-19 pandemic (2021)Run or hide: changes in acqui…Market reactions to acquisition announcements: The importance of signaling ‘why’ and ‘where’ (2021)Market reactions to acquisiti…Investigating the linkages between industrial policies and M&A dynamics: Evidence from China (2021)Investigating the linkages be…Intangible resources and cross-border acquisition decisions: The impact of reputation and the moderating effect of experiential knowledge (2021)Intangible resources and cros…Strategic alliances, exploration and exploitation and their impact on innovation and new product development: the effect of knowledge sharing (2020)Strategic alliances, explorat…Does changing contexts affect linkages throughout the mergers and acquisition process? A multiphasic investigation of motives, pre‐ and post‐acquisition and performance (2020)Does changing contexts affect…Acquisitions, disclosed goals and firm characteristics: A content analysis of family and nonfamily firms (2018)Acquisitions, disclosed goals…The effects of industry relatedness and takeover motives on cross-border acquisition completion (2016)The effects of industry relat…Patterns of Dynamic Growth in Medium-Sized Companies: Beyond the Dichotomy of Organic Versus Acquired Growth (2016)Patterns of Dynamic Growth in…Examining Links between Pre and Post M&A Value Creation Mechanisms — Exploitation, Exploration and Ambidexterity in Central European SMEs (2016)Examining Links between Pre a…Why good things Don’t happen: the micro-foundations of routines in the M&A process (2015)Why good things Don’t happen:…Strategic Management (2015)Strategic ManagementExplaining M&A performance: a review of empirical research (2012)Explaining M&A performance: a…Cultures and Organizations: Software of the Mind. (1993)Motivation and Personality (1997)Founding‐Family Ownership and Firm Performance: Evidence from the S&P 500 (2003)Bad Management Theories Are Destroying Good Management Practices (2005)What We Know and Don’t Know About Corporate Social Responsibility (2012)The cornerstones of competitive advantage: A resource‐based view (1993)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Dynamic capabilities: what are they? (2000)The Theory of Economic Development (2003)Strategic Factor Markets: Expectations, Luck, and Business Strategy (1986)Positioning: The Battle for Your Mind (1981)The Concept of Corporate Strategy (1987)Markets and Hierarchies: Analysis and Antitrust Implications. (1976)Separation of Ownership and Control (1983)Management ownership and market valuation (1988)Agency Theory: An Assessment and Review (1989)A Survey of Corporate Governance (1997)The Nature of the Firm (1937)CAPITAL ASSET PRICES: A THEORY OF MARKET EQUILIBRIUM UNDER CONDITIONS OF RISK* (1964)The Pricing of Options and Corporate Liabilities (1973)Corporate financing and investment decisions when firms have information that investors do not have (1984)Law and Finance (1998)Dynamic capabilities and strategic management (1997)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)The Modern Industrial Revolution, Exit, and the Failure of Internal Control Systems (1993)Do Investment-Cash Flow Sensitivities Provide Useful Measures of Financing Constraints? (1997)
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References

  • 1976Theory of the firm: Managerial behavior, agency costs and ownership structure71,441 cited
  • 1991Firm Resources and Sustained Competitive Advantage48,209 cited
  • 2004Firm resources and sustained competitive advantage38,157 cited
  • 1984A resource‐based view of the firm25,618 cited
  • 1983An Evolutionary Theory of Economic Change.21,368 cited
  • 1986Agency Costs of Free Cash Flow, Corporate Finance, and Takeovers17,216 cited
  • 1995The Theory of the Growth of the Firm13,774 cited
  • 1989Asset Stock Accumulation and Sustainability of Competitive Advantage8,348 cited
  • 1997TOWARD A STEWARDSHIP THEORY OF MANAGEMENT5,371 cited
  • 1983The market for corporate control4,145 cited
  • 1986The Hubris Hypothesis of Corporate Takeovers3,764 cited
  • 1965Mergers and the Market for Corporate Control2,364 cited
  • 1957Leadership in administration2,296 cited
  • 1989From Competitive Advantage to Corporate Strategy2,170 cited
  • 1997Explaining the Premiums Paid for Large Acquisitions: Evidence of CEO Hubris1,793 cited
  • 1991Managing acquisitions: Creating value through corporate renewal

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1,499 cited

Cited by

  • 2020Strategic alliances, exploration and exploitation and their impact on innovation and new product development: the effect of knowledge sharing104 cited
  • 2016The effects of industry relatedness and takeover motives on cross-border acquisition completion77 cited
  • 2016Examining Links between Pre and Post M&A Value Creation Mechanisms — Exploitation, Exploration and Ambidexterity in Central European SMEs64 cited
  • 2012Explaining M&A performance: a review of empirical research57 cited
  • 2015Why good things Don’t happen: the micro-foundations of routines in the M&A process54 cited
  • 2016Patterns of Dynamic Growth in Medium-Sized Companies: Beyond the Dichotomy of Organic Versus Acquired Growth49 cited
  • 2021Market reactions to acquisition announcements: The importance of signaling ‘why’ and ‘where’40 cited
  • 2022Project, program and portfolio management as modes of organizing: Theorising at the intersection between mergers and acquisitions and project studies36 cited
  • 2018Acquisitions, disclosed goals and firm characteristics: A content analysis of family and nonfamily firms29 cited
  • 2022Does merger & acquisition (M&A) strategy matter? A contingency perspective28 cited
  • 2021Intangible resources and cross-border acquisition decisions: The impact of reputation and the moderating effect of experiential knowledge25 cited
  • 2015Strategic Management25 cited
  • 2021Investigating the linkages between industrial policies and M&A dynamics: Evidence from China21 cited
  • 2021Run or hide: changes in acquisition behaviour during the COVID-19 pandemic18 cited
  • 2020Does changing contexts affect linkages throughout the mergers and acquisition process? A multiphasic investigation of motives, pre‐ and post‐acquisition and performance13 cited
  • 2023Acquisition as a mode for servitisation: servitisation integration and consequences9 cited