The choice among acquisitions, alliances, and divestitures

By Belén Villalonga, Anita M. McGahan. 2005

514 citations recorded by the source corpus.

Subfields: Accounting, Finance, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3bfe4fde62d83af3843c3746d9895c3ebb8c80b1

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

In Finance

In Strategy and Management

Citations in the corpus

Synthesizing and Extending Resource Dependence Theory (2013, unknown): “On the other hand, a substantial group of scholars have also incorporated an additional premise in RDT, notably that organizations are interest-driven and profit-seeking (e.g. Pfeffer, 1972b; Villalonga & Mcgahan, 2005; Weitz & Shenhav, 2000).”
Caveat Venditor: Trust Asymmetries in Acquisitions of Entrepreneurial Firms (2009, background): “However, alliances may enable partners to misappropriate knowledge (Steensma & Corley, 2000), particularly in technology-intensive industries (Villalonga & McGahan, 2005).”
Real Options in Management and Organizational Strategy: A Review of Decision‐making and Performance Implications (2012, unknown): “Scholars investigating the area generally analyse the determinants of collaborative agreements, their contractual and performance (Villalonga and McGahan 2005; Santoro and McGill 2005).”
Balancing Exploration and Exploitation in Alliance Formation (2006, methodology): “Additionally, we controlled for firms’ merger and acquisition activity, following prior research that has identified acquisitions as an alternative to alliance formation (Hennart & Reddy, 1997; Koza & Balakrishnan, 1993; Villalonga & McGahan, 2005 ).”
Going, going, gone: exit forms and the innovative capabilities of firms (2012, unknown): “Management studies, on the other hand, highlight firm exit as part of an overall strategy (Graebner and Eisenhardt 2004, Villalonga and McGahan 2005).”
Alliance partners and firm performance: resource complementarity and status association (2009, background): “The SIC approach, though with some limitations (Robins and Wiersema, 1995), is still considered as an effective way to map out the relatedness between firms (e.g., Villalonga and McGahan, 2005).”
Modes of Cooperative R&D Commercialization by Start-ups (2009, unknown): “At the same time, however, the legacy of TCE is strongly present in these and most studies in this literature (the Villalonga and McGahan [2005] article is the exception), in that the outcome to be explained across these studies is the organization of a given transaction (e.g., make versus buy…”
The role of incentives and communication in strategic alliances: an experimental investigation (2009, background): “…(1975) seminal work, aside from the rich transactions costs insights regarding the role of opportunistic behavior, uncertainty, asset specificity , and their interactions in determining the governance form choice among feasible alternatives (Leiblein and Miller, 2003; Villalonga and McGahan 2005).”
External technology sourcing: The effect of uncertainty on governance mode choice (2007, unknown): “…governance-form specific capabilities through the experience with different governance modes (e.g. Dyer and Singh, 1998; Rothaermel and Deeds, 2006; Villalonga and McGahan, 2005), our results suggest that this does not necessarily lead to a preference for that particular governance mode over…”
Clearing a Path Through the Forest: A Meta-Review of Interorganizational Relationships (2011, background): “Careful selection of IOR forms and partners becomes critical, and there are likely limits to the number and type of relationships a firm can successfully manage (Villalonga & McGahan, 2005).”
Social Capital of Young Technology Firms and Their IPO Values: The Complementary Role of Relevant Absorptive Capacity (2011, unknown): “…impact of factors such as organizational structures (e.g., Cohen and Levinthal 1990) and functional capabilities (e.g., 8Following Stuart (1998) and Villalonga and McGahan (2005), we included sales (to control for firm size), R&D expenditures (R&D resources), selling and marketing expenditures…”