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Haleblian et al. (2009). Taking Stock of What We Know About Mergers and Acquisitions: A Review and Research Agenda
Scholars from multiple fields have shown increasing interest in the causes and consequences of mergers and acquisitions (M&A). Accordingly, this article develops a framework to organize and review recent empirical findings, principally from...
- Summary
- • 7 pages •
Scholars from multiple fields have shown increasing interest in the causes and consequences of mergers and acquisitions (M&A). Accordingly, this article develops a framework to organize and review recent empirical findings, principally from...
Gulati, R. & Sytch, M., (2007). Dependence asymmetry and joint dependence in interorganizational relationships: Effects of embeddedness on a manufactu
- Summary
- • 3 pages •
Gulati, R. & Gargiulo, M., (1999). Where Do Interorganizational Networks Come From?
There has been extensive research on organizational behaviour in terms of embeddedness in social networks. However, how those networks originated is seldom examined. Organizational sociologists have viewed network formation as driven by exogenous...
- Summary
- • 3 pages •
There has been extensive research on organizational behaviour in terms of embeddedness in social networks. However, how those networks originated is seldom examined. Organizational sociologists have viewed network formation as driven by exogenous...
Grant, R. M. & Baden-Fuller, C. (2004). A knowledge accessing theory of strategic alliances
We argue that the primary advantage- of alliances or both firms and markets is in accessing rather than acquiring knowledge. Building upon the distinction between the knowledge generation ('exploration') and knowledge application ('exploitation')...
- Summary
- • 10 pages •
We argue that the primary advantage- of alliances or both firms and markets is in accessing rather than acquiring knowledge. Building upon the distinction between the knowledge generation ('exploration') and knowledge application ('exploitation')...
Epstein, M.J., (2004). The Drivers of Success in Post-Merger Integration
There have been numerous reports of culture clashes, confusion, and internal disruptions when two companies are combined – with dramatic declines in employee and customer satisfaction, leading to significant declines in profitability...
- Summary
- • 6 pages •
There have been numerous reports of culture clashes, confusion, and internal disruptions when two companies are combined – with dramatic declines in employee and customer satisfaction, leading to significant declines in profitability...
Das, T. K. & Teng, B.-S. (2000). A Resource-Based Theory of Strategic Alliances
We attempt in this paper, to put forward a general resource-based theory of strategic alliances, synthesizing the various findings in the literature on alliances from a resource based view...
- Summary
- • 6 pages •
We attempt in this paper, to put forward a general resource-based theory of strategic alliances, synthesizing the various findings in the literature on alliances from a resource based view...
Chatterjee, A. & Hambrick, D. C. (2007). It's all about me: Narcissistic chief executive officers and their effects on company strategy and performanc
Strategic management and organizational theory found that top executives inject a great deal of themselves (their experiences, preferences, and dispositions) into their decisions and leadership...
- Summary
- • 7 pages •
Strategic management and organizational theory found that top executives inject a great deal of themselves (their experiences, preferences, and dispositions) into their decisions and leadership...
Casciaro, T. & Piskorski, M. J. (2005). Power imbalance, mutual dependence, and constraint, absorption: A close look at resource dependence theory
Despite ubiquitous references to Pfeffer and Salancik's classic volume. The External Control of Organizations, resource dependence theory is more of an appealing metaphor than a foundation for testable empirical research. We identify two distinct...
- Summary
- • 6 pages •
Despite ubiquitous references to Pfeffer and Salancik's classic volume. The External Control of Organizations, resource dependence theory is more of an appealing metaphor than a foundation for testable empirical research. We identify two distinct...
Bae, J. H. & Gargiulo, M., (2004). Partner substitutability, alliance network structure, and firm profitability in the telecommunications industry
This paper explores the effects of partner substitutability and alliance network structure on organizational profitability. Although firms are expected to benefit from the exclusive resources brought in by resource rich, non substitutable alliance...
- Summary
- • 5 pages •
This paper explores the effects of partner substitutability and alliance network structure on organizational profitability. Although firms are expected to benefit from the exclusive resources brought in by resource rich, non substitutable alliance...
Ahuja, G., (2000). Collaboration networks, structural holes, and innovation: A longitudinal study
To assess the effects of a firm's network of relations on innovation, this paper elaborates a theoretical framework that relates three aspects of a firm's ego network-direct ties, indirect ties, and structural holes...
- Summary
- • 6 pages •
To assess the effects of a firm's network of relations on innovation, this paper elaborates a theoretical framework that relates three aspects of a firm's ego network-direct ties, indirect ties, and structural holes...
Gulati, R. & Gargiulo, M., (1999). Where Do Interorganizational Networks Come From?
Porac, J. F., Thomas, H., Wilson, F., Paton, D., & Kanfer, A. (1995). Rivalry and the industry model of scottisch knitwear producers
Haleblian et al. (2009). Taking Stock of What We Know About Mergers and Acquisitions: A Review and Research Agenda
Haleblian et al. (2009). Taking Stock of What We Know About Mergers and Acquisitions: A Review and Research Agenda