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The Acquisition Integration Process: A Contingent Framework
16 references·4 citing·41 second hop
The Acquisition Integration Process: A Contingent Framework (1994)The Acquisition Integration Process: A Co…Strategic Management Journal (2016)Strategic Management JournalMerger strategies and stockholder value (1987)Merger strategies and stockho…Corporate acquisition strategies and economic performance (1987)Corporate acquisition strateg…Corporate Acquisitions: A Process Perspective (1986)Corporate Acquisitions: A Pro…The market for corporate control (1983)The market for corporate cont…Performance differences in related and unrelated diversified firms (1981)Performance differences in re…Corporate economic performance: Diversification strategy versus market structure (1981)Corporate economic performanc…Boundary Spanning Individuals: Their Role in Information Transfer and Their Antecedents (1981)Boundary Spanning Individuals…External Communication and Project Performance: An Investigation into the Role of Gatekeepers (1980)External Communication and Pr…Boundary Spanning Roles and Organization Structure (1977)Boundary Spanning Roles and O…Theory in Practice: Increasing Professional Effectiveness. (1975)Theory in Practice: Increasin…Strategy, structure, and economic performance (1974)Strategy, structure, and econ…Managing the Resource Allocation Process: A Study of Corporate Planning and Investment. (1971)Managing the Resource Allocat…Exchange as a Conceptual Framework for the Study of Interorganizational Relationships (1961)Exchange as a Conceptual Fram…Leadership in administration (1957)Leadership in administrationLeadership in Administration (1956)Leadership in AdministrationThe Role of National Culture in Mergers and Acquisitions (2009)The Role of National Culture …The Choice of Insider or Outsider Top Executives in Acquired Companies (2009)The Choice of Insider or Outs…Managing people in radical changes (M&As) (2007)Managing people in radical ch…Telecom Italia: Merging Five Companies into One (1998)Telecom Italia: Merging Five …Organization and environment (1967)The Nature of Managerial Work (1974)The Social Psychology of Organizations. (1979)Bridging the Boundary: External Activity and Performance in Organizational Teams (1992)POWER IN TOP MANAGEMENT TEAMS: DIMENSIONS, MEASUREMENT, AND VALIDATION. (1992)Managing Potential and Realized Absorptive Capacity: How do Organizational Antecedents Matter? (2005)The Social Construction of Reality (1967)The Strength of Weak Ties (1973)On the nature of the project as a temporary organization (2002)Predicting Intention to Adopt Interorganizational Linkages: An Institutional Perspective1 (2003)The Emergence of Boundary Spanning Competence in Practice: Implications for Implementation and Use of Information Systems1 (2005)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)Organizational culture and leadership (1993)Technological acquisitions and the innovation performance of acquiring firms: a longitudinal study (2001)External Control of Organizations: Resource Dependence Perspective (2011)Markets and Hierarchies: Analysis and Antitrust Implications. (1976)Theory of the firm: Managerial behavior, agency costs and ownership structure (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)Sectoral patterns of technical change: Towards a taxonomy and a theory (1984)A Historical Comparison of Resource-Based Theory and Five Schools of Thought Within Industrial Organization Economics: Do We Have a New Theory of the Firm? (1991)INTERNATIONAL DIVERSIFICATION: EFFECTS ON INNOVATION AND FIRM PERFORMANCE IN PRODUCT-DIVERSIFIED FIRMS. (1997)Exchange and Power in Networks of Interorganizational Relations (1977)Unanticipated Gains (2009)A public value perspective for ICT enabled public sector reforms: A theoretical reflection (2012)The dominant logic: A new linkage between diversity and performance (1986)A Participatory Inquiry Paradigm (1997)Knowledge and Organization: A Social-Practice Perspective (2001)The Institutionalization of the U.S. House of Representatives (1968)Strategic management and economics (1991)Pathologies of Accountability: ICANN and the Challenge of “Multiple Accountabilities Disorder” (2005)The New Institutionalism: Organizational Factors in Political Life (1983)What Do Interlocks Do? An Analysis, Critique, and Assessment of Research on Interlocking Directorates (1996)Identity and the Economics of Organizations (2005)Competition for competence and interpartner learning within international strategic alliances (1991)Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance (1996)Institutional Transitions and Strategic Choices (2003)
this work references cited by second hop

References

  • 1983The market for corporate control4,145 cited
  • 2016Strategic Management Journal3,057 cited
  • 1974Strategy, structure, and economic performance2,370 cited
  • 1957Leadership in administration2,296 cited
  • 1956Leadership in Administration1,854 cited
  • 1977Boundary Spanning Roles and Organization Structure1,518 cited
  • 1975Theory in Practice: Increasing Professional Effectiveness.1,273 cited
  • 1986Corporate Acquisitions: A Process Perspective1,160 cited
  • 1981Boundary Spanning Individuals: Their Role in Information Transfer and Their Antecedents1,133 cited
  • 1961Exchange as a Conceptual Framework for the Study of Interorganizational Relationships1,116 cited
  • 1987Corporate acquisition strategies and economic performance744 cited
  • 1981Performance differences in related and unrelated diversified firms636 cited
  • 1971Managing the Resource Allocation Process: A Study of Corporate Planning and Investment.624 cited
  • 1980External Communication and Project Performance: An Investigation into the Role of Gatekeepers619 cited
  • 1981Corporate economic performance: Diversification strategy versus market structure566 cited

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  • 1987Merger strategies and stockholder value487 cited
  • Cited by

    • 2009The Choice of Insider or Outsider Top Executives in Acquired Companies30 cited
    • 2007Managing people in radical changes (M&As)21 cited
    • 1998Telecom Italia: Merging Five Companies into One17 cited
    • 2009The Role of National Culture in Mergers and Acquisitions17 cited