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Hard and Soft Integration: Towards a Dynamic Model of Post‐Acquisition Integration
16 references·6 citing·44 second hop
Hard and Soft Integration: Towards a Dynamic Model of Post‐Acquisition Integration (2021)Hard and Soft Integration: Towards a Dyna…Seeking Qualitative Rigor in Inductive Research (2012)Seeking Qualitative Rigor in …Theory Building From Cases: Opportunities And Challenges (2007)Theory Building From Cases: O…Organizing for Innovation: Managing the Coordination-Autonomy Dilemma in Technology Acquisitions (2006)Organizing for Innovation: Ma…Constructing grounded theory. A practical guide through qualitative analysis (2006)Constructing grounded theory.…Narratives in Social Science Research (2004)Narratives in Social Science …Identity Ambiguity and Change in the Wake of a Corporate Spin-off (2004)Identity Ambiguity and Change…Acquiring New Technologies and Capabilities: A Grounded Model of Acquisition Implementation (2002)Acquiring New Technologies an…Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change (2000)Rethinking Resistance and Rec…Managing the Post‐acquisition Integration Process: How the Human Iintegration and Task Integration Processes Interact to Foster Value Creation (2000)Managing the Post‐acquisition…The long-term performance of horizontal acquisitions (1999)The long-term performance of …Integrating Strategic, Organizational, and Human Resource Perspectives on Mergers and Acquisitions: A Case Survey of Synergy Realization (1999)Integrating Strategic, Organi…Identity, Image, and Issue Interpretation: Sensemaking During Strategic Change in Academia (1996)Identity, Image, and Issue In…DETERMINANTS OF ACQUISITION INTEGRATION LEVEL: A DECISION-MAKING PERSPECTIVE. 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References

  • 1993Basics of Qualitative Research: Grounded Theory Procedures and Techniques17,576 cited
  • 2007Theory Building From Cases: Opportunities And Challenges16,654 cited
  • 2012Seeking Qualitative Rigor in Inductive Research13,176 cited
  • 2006Constructing grounded theory. A practical guide through qualitative analysis6,862 cited
  • 2004Narratives in Social Science Research2,599 cited
  • 2004Identity Ambiguity and Change in the Wake of a Corporate Spin-off2,219 cited
  • 2000Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change1,869 cited
  • 1996Identity, Image, and Issue Interpretation: Sensemaking During Strategic Change in Academia1,805 cited
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  • 2002Acquiring New Technologies and Capabilities: A Grounded Model of Acquisition Implementation789 cited
  • 1999The long-term performance of horizontal acquisitions765 cited
  • 2000Managing the Post‐acquisition Integration Process: How the Human Iintegration and Task Integration Processes Interact to Foster Value Creation734 cited
  • 2006Organizing for Innovation: Managing the Coordination-Autonomy Dilemma in Technology Acquisitions

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713 cited
  • 1994DETERMINANTS OF ACQUISITION INTEGRATION LEVEL: A DECISION-MAKING PERSPECTIVE.544 cited
  • 1993RELATIVE STANDING: A FRAMEWORK FOR UNDERSTANDING DEPARTURES OF ACQUIRED EXECUTIVES.542 cited
  • Cited by

    • 2023The Effect of Public–Private Partnerships on Innovation in Infrastructure Delivery56 cited
    • 2022From Values to Value: The Commensuration of Sustainability Reporting and the Crowding Out of Morality47 cited
    • 2022The complexity of post‐mergers and acquisitions reorganization: Integration and differentiation30 cited
    • 2022The role of emotions during mergers and acquisitions: A review of the past and a glimpse into the future29 cited
    • 2023Understanding the Link between Post‐Acquisition Resource Reconfiguration and Technology Out‐Licensing14 cited
    • 2023The dynamics of union-management collaboration during postmerger integration7 cited