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Integration managers' value‐capturing roles and acquisition performance
16 references·16 citing·34 second hopsampled
Integration managers' value‐capturing roles and acquisition performance (2011)Integration managers' value‐capturing rol…The Discovery of Grounded Theory (2017)The Discovery of Grounded The…The Discovery of Grounded Theory (2017)The Discovery of Grounded The…From the Editors: What Grounded Theory is Not (2006)From the Editors: What Ground…Completing the Practice Turn in Strategy Research (2006)Completing the Practice Turn …Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBE (2002)Understanding cultures and im…Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations across Nations (2002)Culture's Consequences: Compa…Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Social Capital, Intellectual …Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Social Capital, Intellectual …TOWARDS AN ATTENTION-BASED VIEW OF THE FIRM (1997)TOWARDS AN ATTENTION-BASED VI…Strategic Leadership: Top Executives and Their Effects on Organizations (1997)Strategic Leadership: Top Exe…FOREIGN ENTRY, CULTURAL BARRIERS, AND LEARNING (1996)FOREIGN ENTRY, CULTURAL BARRI…Exploring internal stickiness: Impediments to the transfer of best practice within the firm (1996)Exploring internal stickiness…Qualitative Data Analysis: An Expanded Sourcebook (1994)Qualitative Data Analysis: An…Grounded theory research: Procedures, canons, and evaluative criteria (1990)Grounded theory research: Pro…Building Theories from Case Study Research (1989)Building Theories from Case S…Mixing Qualitative and Quantitative Methods: Triangulation in Action (1979)Mixing Qualitative and Quanti…Hard and Soft Integration: Towards a Dynamic Model of Post‐Acquisition Integration (2021)Hard and Soft Integration: To…Untangling the Integration–Performance Link: Levels of Integration and Functional Integration Strategies in Post‐Acquisition Integration (2020)Untangling the Integration–Pe…Human integration following M&A: Synthesizing different M&A research streams (2020)Human integration following M…What, when, and who: Manager involvement in predicting employee resistance to acquisition integration (2019)What, when, and who: Manager …The function-specific microfoundations of dynamic capabilities in cross-border mergers and acquisitions (2019)The function-specific microfo…Postacquisition Boundary Spanning: A Relational Perspective on Integration (2018)Postacquisition Boundary Span…Speed in acquisitions: A managerial framework (2017)Speed in acquisitions: A mana…Looking into the ‘black box’ – unlocking the effect of integration on acquisition performance (2017)Looking into the ‘black box’ …Beyond merger syndrome and cultural differences: New avenues for research on the “human side” of global mergers and acquisitions (M&As) (2017)Beyond merger syndrome and cu…HR practices, context and knowledge transfer in M&A (2016)HR practices, context and kno…The moderating effects of decision-making preferences on M&A integration speed and performance (2015)The moderating effects of dec…Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration (2015)Managing talent across advanc…Linking leaders' identity work and human resource management involvement: the case of sociocultural integration in Chinese mergers and acquisitions (2015)Linking leaders' identity wor…Improving Acquisition Outcomes with Contextual Ambidexterity (2015)Improving Acquisition Outcome…The Role of Leadership in Mergers and Acquisitions: A Review of Recent Empirical Studies (2014)The Role of Leadership in Mer…The effect of leadership style on talent retention during Merger and Acquisition integration: evidence from China (2014)The effect of leadership styl…The Structure of Scientific Revolutions (1963)The Structure of Scientific Revolutions (1963)Thematic networks: an analytic tool for qualitative research (2001)Theory Building From Cases: Opportunities And Challenges (2007)Loss and change (1974)The Sources and Consequences of Embeddedness for the Economic Performance of Organizations: The Network Effect (1996)Determining Validity in Qualitative Inquiry (2000)Toward a Definition of Mixed Methods Research (2007)The Strength of Weak Ties (1973)Firm Resources and Sustained Competitive Advantage (1991)Knowledge Management: An Organizational Capabilities Perspective (2001)Absorptive Capacity: A Review, Reconceptualization, and Extension (2002)Social Capital: Prospects for a New Concept (2002)Firm resources and sustained competitive advantage (2004)An Evolutionary Theory of Economic Change. (1983)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)A Dynamic Theory of Organizational Knowledge Creation (1994)Dynamic capabilities: what are they? (2000)The Discovery of Grounded Theory; Strategies for Qualitative Research (1968)Qualitative Analysis for Social Scientists (1987)Three Approaches to Qualitative Content Analysis (2005)Using thematic analysis in psychology (2006)The qualitative content analysis process (2008)Upper Echelons Theory: An Update (2007)The weirdest people in the world? (2010)Dimensionalizing Cultures: The Hofstede Model in Context (2011)Value creation in E‐business (2001)Knowing in Practice: Enacting a Collective Capability in Distributed Organizing (2002)Seeking Qualitative Rigor in Inductive Research (2012)Social capital, knowledge acquisition, and knowledge exploitation in young technology‐based firms (2001)Contributing Knowledge to Electronic Knowledge Repositories: An Empirical Investigation1 (2005)Why Should I Share? 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References

  • 1994Qualitative Data Analysis: An Expanded Sourcebook48,401 cited
  • 2017The Discovery of Grounded Theory25,772 cited
  • 2002Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations across Nations21,666 cited
  • 1989Building Theories from Case Study Research17,437 cited
  • 1998Social Capital, Intellectual Capital, and the Organizational Advantage13,741 cited
  • 1990Grounded theory research: Procedures, canons, and evaluative criteria11,129 cited
  • 2017The Discovery of Grounded Theory8,346 cited
  • 1996Exploring internal stickiness: Impediments to the transfer of best practice within the firm7,834 cited
  • 1998Social Capital, Intellectual Capital, and the Organizational Advantage7,110 cited
  • 1979Mixing Qualitative and Quantitative Methods: Triangulation in Action7,082 cited
  • 1997TOWARDS AN ATTENTION-BASED VIEW OF THE FIRM3,812 cited
  • 2006From the Editors: What Grounded Theory is Not2,859 cited
  • 2006Completing the Practice Turn in Strategy Research1,970 cited
  • 1996FOREIGN ENTRY, CULTURAL BARRIERS, AND LEARNING1,849 cited
  • 1997Strategic Leadership: Top Executives and Their Effects on Organizations1,770 cited

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  • 2002Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBE1,732 cited
  • Cited by

    • 2017Beyond merger syndrome and cultural differences: New avenues for research on the “human side” of global mergers and acquisitions (M&As)134 cited
    • 2014The effect of leadership style on talent retention during Merger and Acquisition integration: evidence from China133 cited
    • 2015Improving Acquisition Outcomes with Contextual Ambidexterity74 cited
    • 2015Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration67 cited
    • 2017Looking into the ‘black box’ – unlocking the effect of integration on acquisition performance64 cited
    • 2019What, when, and who: Manager involvement in predicting employee resistance to acquisition integration64 cited
    • 2021Hard and Soft Integration: Towards a Dynamic Model of Post‐Acquisition Integration51 cited
    • 2015Linking leaders' identity work and human resource management involvement: the case of sociocultural integration in Chinese mergers and acquisitions50 cited
    • 2020Human integration following M&A: Synthesizing different M&A research streams50 cited
    • 2018Postacquisition Boundary Spanning: A Relational Perspective on Integration50 cited
    • 2019The function-specific microfoundations of dynamic capabilities in cross-border mergers and acquisitions48 cited
    • 2017Speed in acquisitions: A managerial framework44 cited
    • 2015The moderating effects of decision-making preferences on M&A integration speed and performance42 cited
    • 2014The Role of Leadership in Mergers and Acquisitions: A Review of Recent Empirical Studies35 cited
    • 2016HR practices, context and knowledge transfer in M&A32 cited
    • 2020Untangling the Integration–Performance Link: Levels of Integration and Functional Integration Strategies in Post‐Acquisition Integration30 cited