Learning to internationalise: the pace and success of foreign acquisitions

By Anna Nadolska, H. Barkema. 2007

262 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/35983a9afde4cc8a9bc414807b0c9d41f3c2117b

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Citations in the corpus

Mars–Venus marriages: Culture and cross-border M&A (2009, background): “As Nadolska and Barkema (2007) summarize, “Acquisitions may help companies to gain market power .”
The role of path dependency and managerial intentionality: a perspective on international business research (2007, background): “Nadolska and Barkema (2007) focus on managerial intentionality relating to furthering international expansion paths of companies, as well as the implications and limitations of prior experience and knowledge through domestic and foreign acquisitions and joint ventures abroad.”
Learning Before Making the Big Leap (2011, background): “Firm acquisition experience is operationalized as the number of acquisitions carried out by the focal firm within its industry during the study period ( Nadolska and Barkema 2007; Haleblian et al. 2006).”
Cultural differences, MNE learning abilities, and the effect of experience on subsidiary mortality in a dissimilar culture: Evidence from Korean MNEs (2013, methodology): “Nadolska and Barkema (2007) argued that an MNE may initially apply routines developed from its prior domestic acquisitions, international acquisitions, or IJVs to its new acquisitions, leading to a negative effect of experience.”
Effects of Industry- and Region-Specific Acquisition Experience on Value Creation in Cross-Border Acquisitions: The Moderating Role of Cultural Similarity (2015, background): “differences make it difficult for acquiring firms to comprehend ‘the complexities of the acquisition making process’ in such acquisitions (Nadolska and Barkema, 2007).”
Cooperation, Trust and Performance – Empirical Results from Three Countries (2009, unknown): “In the context of cooperation relationships, these competences grow along with experience on two levels: first on the level of the experience gained in a cooperation relationship with a specific partner, and second on the level of general experience in cooperation management (Brulhart, 2007), which ”
Speed of the internationalization process: The role of diversity and depth in experiential learning (2014, background): “As Nadolska and Barkema (2007) suggested, companies learn, through trial and error, when previously acquired knowl-”
The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership (2009, background): “…George, & Zahra, 2006), mode-specific (Padmanabhan & Cho, 1999), core business (Chang, 1995), alliance (Hoang & Rothaermel, 2005), and acquisition (Nadolska & Barkema, 2007), and other specific kinds of internationalization experience, is probably more important than we had assumed back in 1977.”