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Sales channel integration after mergers and acquisitions: A methodological approach for avoiding common pitfalls
16 references·2 citing·41 second hop
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References

  • 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
  • 1997The balanced scorecard: Translating strategy into action8,199 cited
  • 2002Consumer Trust, Value, and Loyalty in Relational Exchanges4,193 cited
  • 1998Market-Based Assets and Shareholder Value: A Framework for Analysis2,363 cited
  • 1987Perspectives on Behavior-Based versus Outcome-Based Salesforce Control Systems1,197 cited
  • 2005How Organizational Complaint Handling Drives Customer Loyalty: An Analysis of the Mechanistic and the Organic Approach771 cited
  • 1985The Salesperson as Outside Agent or Employee: A Transaction Cost Analysis735 cited
  • 1999Redeployment of Brands, Sales Forces, and General Marketing Management Expertise Following Horizontal Acquisitions: A Resource-Based View606 cited
  • 1989Determinants of Influence in Organizational Buying: A Contingency Approach356 cited
  • 2004A Marketing Perspective on Mergers and Acquisitions: How Marketing Integration Affects Postmerger Performance292 cited
  • 1989Doing a deal: Merger and acquisition negotiations and their impact upon target company top management turnover262 cited
  • 1992Converting from Independent to Employee Salesforces: The Role of Perceived Switching Costs

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257 cited
  • 1992Channel Selection for New Industrial Products: A Framework, Method, and Application169 cited
  • 2004The Drivers of Success in Post-Merger Integration160 cited
  • Cited by

    • 2019Marketing Integration Decisions, Intermediate Goals and Market Expansion in Horizontal Acquisitions: How Marketing Fit Moderates the Relationships on Intermediate Goals24 cited
    • 2021Payment choice of M&As: Financial crisis and social innovation21 cited