Although corporate acquisitions are on the rise, not much is known about the micro processes of knowledge and technology transfer after the deal is closed. The goal of this present research is to add to this knowledge by reviewing the literature while addressing two questions: ‘what enables knowledge transfer in acquisitions’ and ‘what can organizations do to manage the knowledge transfer more ...

Merger and Acquisition fever continues. Whereas the M & A boom of the 1980s was driven largely by financial considerations, resulting in many leveraged buyouts and hostile takeovers, more of today’s mergers and acquisitions are friendly and are motivated by strategic profit goals. Reflecting this transition, marketing synergy has become a more relevant factor in determining the ultimate success...

This paper examines the influence of communication form on employee uncertainty during mergers and acquisitions (M&As). Specifically, the author uses narrative theory to analyze how narrative organizational communication affects the three components of uncertainty – decreased predictive, explanatory, and descriptive ability. It is hypothesized that employees whose organizations use narrative M&...

Acquisitions of companies and business units have become important components of corporate growth strategies. Appropriately executed, acquisitions enable growth in scale or scope, create opportunities for future business and give access to important resources. In 2014, there were over 40,400 mergers and acquisitions worldwide, with a total value of $3.5 trillion.3 IT integration (integration of...

Research in the strategy and international business literatures shows that firms often undertake acquisitions to exchange firm-specific resources. The core arguments arise from theories of market failures, where market failures can stem from potential opportunism or from coordination difficulties. We show that the post-acquisition performance of an acquisition varies with the extent of post-acq...

Extensive research on acquisitions has examined the subject of operational synergy but failed to find consistent evidence that potential operational synergies generate superior acquisition performance. We explore the idea that implementation obstacles often crowd out potential benefits of operational synergy, focusing on the completion of announced acquisitions as a first step of acquisition pe...