Performance Implications of Firm Resource Interactions in the Acquisition of R&D-Intensive Firms

By David R. King, Rebecca J. Slotegraaf, Idalene Kesner. Organ. Sci., 2008

311 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0dde4537707c02c9d2d8238621f6b81faa4888d2

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Citations in the corpus

Complementary technologies, knowledge relatedness, and invention outcomes in high technology mergers and acquisitions (2009, background): “…∗ Correspondence to: Marianna Makri, University of Miami, School of Business Administration Jenkins Building, 414 L, 5250 University Drive, Coral Gables, FL 33146, U.S.A. E-mail: mmakri@miami.edu ties through mergers and acquisitions (M&As) (Hagedoorn, 2002; King, Slotegraaf, and Kesner, 2008).”
Mergers and Acquisitions: Overcoming Pitfalls, Building Synergy, and Creating Value (2009, background): “…as an alternative strategy for obtaining the knowledge necessary to create innovations with the speed needed and the novelty necessary to either maintain a competitive advantage or to build a new one (King et al., 2008; Makri, Hitt, & Lane, in press; Uhlenbruck, Hitt, & Semadeni, 2006).”
The Timing of Codevelopment Alliances in New Product Development Processes: Returns for Upstream and Downstream Partners (2015, methodology): “An event study methodology is a powerful tool to examine the value generated from strategic investment decisions, such as acquisitions (King, Slotegraaf, and Kesner 2008), alliances (Anand and Khanna 2000; Kale, Dyer, and Singh 2002; Swaminathan and Moorman 2009), and new product announcements…”
Firm capabilities and growth: the moderating role of market conditions (2016, unknown): “However, theoretically, it is also possible that these capabilities could attenuate one another’s effectiveness and/or efficiency, because firm resource constraints and capability goal conflicts may create inter-capability tradeoffs and inefficiency (King et al. 2008).”