The influence of mergers on firms' product‐mix strategies

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Transitional Identity as a Facilitator of Organizational Identity Change during a Merger (2010, background): “When environmental shifts produce conditions indicating that merged organizations have a greater likelihood of success than those standing alone, executives understandably seek merger partners (Amihud and Lev, 1981; Krishnan, Joshi, and Krishnan, 2004).”
The Impact of Changes in Regulation on Cost Behavior (2015, unknown): “Stakeholders tolerate more abrupt changes from for-profit hospitals even if they affect the indigent population (such as closure of emergency rooms) because they understand the need for these organizations to satisfy shareholder expectations of value, whereas they are less tolerant of similar change”
Selection Capability: How Capability Gaps and Internal Social Frictions Affect Internal and External Strategic Renewal (2009, background): “In turn, the literature on acquisitions and alliances shows that external sourcing facilitates technological and commercial renewal by exposing the firm to new technological domains, product environments, and geographic markets (Carow et al. 2004, Krishnan et al. 2004).”