Artikel
When firms learn from prior acquisition experience
Acquisition experience is commonly viewed as an important determinant of subsequent acquisition success. Yet, empirical evidence suggests that acquisition experience may not be positively associated with acquisition performance and could even hurt performance. In this article, we highlight specific practices that facilitate and impede learning from acquisitions and draw implications for managers. In particular, we suggest that managers (1) expand time between acquisitions, (2) implement strong governance mechanisms and top management team diversity, (3) use similar-context experience, (4) avoid herding behavior in acquisitions, and (5) minimize blind reliance on financial advisors to effectively transfer prior acquisition experience into acquisition success.
- Language
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Englisch
- Bibliographic citation
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Journal: Journal of Organization Design ; ISSN: 2245-408X ; Volume: 7 ; Year: 2018 ; Issue: 8 ; Pages: 1-7 ; Cham: Springer
- Classification
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Management
- Subject
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Acquisition experience
Acquisition performance
Acquisition transfer
- Event
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Geistige Schöpfung
- (who)
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Kolev, Kalin D.
Haleblian, Jerayr
- Event
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Veröffentlichung
- (who)
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Springer
- (where)
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Cham
- (when)
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2018
- DOI
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doi:10.1186/s41469-018-0032-7
- Handle
- Last update
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10.03.2025, 11:43 AM CET
Data provider
ZBW - Deutsche Zentralbibliothek für Wirtschaftswissenschaften - Leibniz-Informationszentrum Wirtschaft. If you have any questions about the object, please contact the data provider.
Object type
- Artikel
Associated
- Kolev, Kalin D.
- Haleblian, Jerayr
- Springer
Time of origin
- 2018
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Does it pay to acquire technological firms? Motives, process and success of corporate acquisition ; experience of German-American firms
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Slippery fish: Enforcing regulation when agents learn and adapt