Asset Divestiture Following Horizontal Acquisitions: A Dynamic View

By Laurence Capron, Will Mitchell, A. Swaminathan. 2001

376 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4275c8a98f22de7f68a6db69bc056f27a2bda94b

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Citations in the corpus

Measuring the Performance of Corporate Acquisitions: An Empirical Comparison of Alternative Metrics (2006, neutral): “appropriate resource reconfiguration in response to environmental change ( Capron et al., 2001 ).”
Institutions, Resources, and Entry Strategies in Emerging Economies (2020, positive): “Acquiring a ﬁrm exposes a ﬁrm to major challenges in managing the purchased business (Haspeslagh and Jemison 1991; Capron, Mitchell, and Swaminathan, 2001), and a JV creates substantial coordination challenges (Kogut, 1988; Buckley and Casson, 1998).”
Target Reputation and Appropriability: Picking and Deploying Resources in Acquisitions (2004, background): “…the integration of target resources into the acquirer; further investigation of the resources that the acquirer infused into the target and finer grained analysis of the types of resources involved may have yielded additional findings of interest (Capron & Pistre, 2002; Capron et al., 2001).”
Globalfocusing: From Domestic Conglomerates to Global Specialists* (2006, positive): “firms’ growth strategy ( Capron et al. 2001; Locket, 2005).”
How Swiss small and medium-sized firms assess the performance impact of mergers and acquisitions (2013, positive): “Economies of scale and scope through M&A usually arise through asset divestiture (see Capron 1999, Capron et al. 2001).”
Is speed of integration really a success factor of mergers and acquisitions? An analysis of the role of internal and external relatedness (2006, background): “Concerning the first facet, Capron and Hulland (1999) and Capron, Mitchell, and Swaminathan (2001) provide evidence that a high level of external relatedness with respect to target markets is associated with a high potential for synergy realization.”
Inter‐temporal economies of scope, organizational modularity, and the dynamics of diversification (2004, methodology): “See also Capron, Mitchell, and Swaminanthan (2001) on the role or mergers and acquisitions in leading to resource recombination and the evolution of firms through time.”