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Making the deal real: how GE Capital integrates acquisitions.
0 references·16 citing·52 second hopsampled
Making the deal real: how GE Capital integrates acquisitions. (1998)Making the deal real: how GE Capital inte…The Challenge of Integration: A Review of the M&A Integration Literature (2016)The Challenge of Integration:…How to improve acquisition performance: The role of a dedicated M&A function, M&A learning process, and M&A capability (2015)How to improve acquisition pe…How anticipated employee mobility affects acquisition likelihood: Evidence from a natural experiment (2014)How anticipated employee mobi…Extraordinary Acquirers (2013)Extraordinary AcquirersManifestations of Higher-Order Routines: The Underlying Mechanisms of Deliberate Learning in the Context of Postacquisition Integration (2012)Manifestations of Higher-Orde…Merge Ahead: A Research Agenda to Increase Merger and Acquisition Success (2011)Merge Ahead: A Research Agend…Integration managers' value‐capturing roles and acquisition performance (2011)Integration managers' value‐c…A framework for the human resources role in managing culture in mergers and acquisitions (2011)A framework for the human res…Experience Spillovers Across Corporate Development Activities (2009)Experience Spillovers Across …The role of culture in the merger and acquisition process (2006)The role of culture in the me…Understanding the Human Side of Merger and Acquisition (2005)Understanding the Human Side …Implementation strategy and performance outcomes in related diversification (2005)Implementation strategy and p…Speed in M&A Integration: (2004)Speed in M&A Integration:HR issues and activities in mergers and acquisitions (2001)HR issues and activities in m…Cross-Border Acquisitions of U.S. Technology Assets (2000)Cross-Border Acquisitions of …Acquiring new knowledge (2000)Acquiring new knowledgeHindsight is not equal to foresight: The effect of outcome knowledge on judgment under uncertainty. (1975)An evolutionary theory of economic change (1982)The Free Press (2002)Sociocultural Integration in Mergers and Acquisitions: Unresolved Paradoxes and Directions for Future Research (2013)New Integration Strategies for Post-Acquisition Management (2014)Coefficient Alpha and the Internal Structure of Tests (1951)Evaluating Structural Equation Models with Unobservable Variables and Measurement Error (1981)Dynamic capabilities and strategic management (1997)Back to basics: Behavioral theory and internationalization (2020)Synergy in Mergers and Acquisitions: Typology, Life Cycles, and Value (2021)Environmental tax and highly polluting firms' green transformation: Evidence from green mergers and acquisitions (2023)An Evolutionary Theory of Economic Change. 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(2003)Does Familiarity Foster Innovation? The Impact of Alliance Partner Repeatedness on Breakthrough Innovations (2014)The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach (2016)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)Towards a Methodology for Developing Evidence‐Informed Management Knowledge by Means of Systematic Review (2003)Culture, leadership, and organizations: the GLOBE study of 62 societies (2005)A geographic relational perspective on the internationalization of emerging market firms (2019)M&A activity as a driver for better ESG performance (2021)Boundary objects, knowledge integration, and innovation management: A systematic review of the literature (2022)The market for corporate control (1983)Returns to Buying Winners and Selling Losers: Implications for Stock Market Efficiency (1993)On Persistence in Mutual Fund Performance (1997)Mergers and acquisitions by Chinese firms: A review and comparison with other mergers and acquisitions research in the leading journals (2016)CAPM-Based Company (Mis)valuations (2017)Acquirer reference prices and acquisition performance (2018)
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  • 2000Acquiring new knowledge325 cited
  • 2005Understanding the Human Side of Merger and Acquisition270 cited
  • 2001HR issues and activities in mergers and acquisitions249 cited
  • 2009Experience Spillovers Across Corporate Development Activities224 cited
  • 2012Manifestations of Higher-Order Routines: The Underlying Mechanisms of Deliberate Learning in the Context of Postacquisition Integration222 cited
  • 2005Implementation strategy and performance outcomes in related diversification200 cited
  • 2015How to improve acquisition performance: The role of a dedicated M&A function, M&A learning process, and M&A capability182 cited
  • 2013Extraordinary Acquirers177 cited
  • 2004Speed in M&A Integration:170 cited
  • 2016The Challenge of Integration: A Review of the M&A Integration Literature164 cited
  • 2014How anticipated employee mobility affects acquisition likelihood: Evidence from a natural experiment138 cited
  • 2000Cross-Border Acquisitions of U.S. Technology Assets137 cited
  • 2011A framework for the human resources role in managing culture in mergers and acquisitions130 cited
  • 2011Merge Ahead: A Research Agenda to Increase Merger and Acquisition Success112 cited

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  • 2006The role of culture in the merger and acquisition process108 cited
  • 2011Integration managers' value‐capturing roles and acquisition performance104 cited