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Gulati, R. & Gargiulo, M., (1999). Where Do Interorganizational Networks Come From?
Organizations enter alliances with each other to access critical resources, but they rely on information from the network of prior alliances to determine with whom to cooperate. These new alliances modify the existing network, prompting an...
- Summary
- • 9 pages •
Organizations enter alliances with each other to access critical resources, but they rely on information from the network of prior alliances to determine with whom to cooperate. These new alliances modify the existing network, prompting an...
Bae, J. H. & Gargiulo, M., (2004). Partner substitutability, alliance network structure, and firm profitability in the telecommunications industry
Existing literature has mainly focused on the benefits of alliance formation, hereby neglecting the possible costs associated with partnerships and their distribution between alliance partners. This article explores the effects of partner...
- Summary
- • 2 pages •
Existing literature has mainly focused on the benefits of alliance formation, hereby neglecting the possible costs associated with partnerships and their distribution between alliance partners. This article explores the effects of partner...
King et. al. (2004). Meta analyses of post-acquisition performance: Indications of unidentified moderators
By employing a meta-analytic technique to empirically assess the impact of the most commonly researched antecedent variables on post-acquisition performance, King et al look at unidentified variables and their effect upon post-acquisition...
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- • 4 pages •
By employing a meta-analytic technique to empirically assess the impact of the most commonly researched antecedent variables on post-acquisition performance, King et al look at unidentified variables and their effect upon post-acquisition...
Epstein, M.J., (2004). The Drivers of Success in Post-Merger Integration
Many mergers fail. Though there are numerous explanations for failure, the seven determinants of merger success have been identified as strategic vision, strategic fit, deal structure, due diligence, pre-merger planning, post-merger integration,...
- Summary
- • 2 pages •
Many mergers fail. Though there are numerous explanations for failure, the seven determinants of merger success have been identified as strategic vision, strategic fit, deal structure, due diligence, pre-merger planning, post-merger integration,...