The Seller's Side of the Story: Acquisition as Courtship and Governance as Syndicate in Entrepreneurial Firms

By Melissa E. Graebner, Kathleen M. Eisenhardt. 2004

559 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/4e771abf82787662a18eae0f98f006d5635b81d7

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Citations in the corpus

Strategies for superior performance under adverse conditions: A focus on small and medium-sized high-growth firms (2014, methodology): “A within-case analysis and a cross-case analysis are employed after triangulating the data from all sources (Eisenhardt and Graebner, 2004).”
Effects of Firm R&D Investment and Environment on Acquisition Likelihood* (2006, unknown): “…technologically capable target firms operating in munificent environments will often want to be acquired in order to access complementary resources that facilitate © Blackwell Publishing Ltd 2006 the exploitation of market opportunities (Graebner and Eisenhardt, 2004; Hill and Rotharmel, 2003).”
How Do Social Defenses Work? A Resource-Dependence Lens on Technology Ventures, Venture Capital Investors, and Corporate Relationships (2014, background): “In fact, VC investors’ self-perceived identities often center on their role as co-creators of entrepreneurial firms (Graebner & Eisenhardt, 2004; Hellmann, 2000).”
Tough Love: How Communal Schemas and Contracting Practices Build Relational Capital in Entrepreneurial Teams (2009, background): “For example, Graebner and Eisenhardt (2004) found that founders of new ventures pre ferred to sell their companies to buyers who were compatible rather than to the highest bid ders.”
M&A and innovation: The role of integration and cultural differences—A central European targets perspective (2016, background): “Even though it is often the organizational resistance in the target that causes negative M&A outcomes, most prior acquisition literature investigates M&A from a buyer’s perspective (Graebner & Eisenhardt, 2004).”
To Merge, Sell, or Liquidate? Socioemotional Wealth, Family Control, and the Choice of Business Exit (2019, unknown): “According to the logic of Graebner and Eisenhardt (2004), a mutual self-selection process may even occur between family parties when they form a partnership given their “family” synergistic combination potential.”
The role of information asymmetry in the choice of entrepreneurial exit routes (2014, background): “Until now, this stream of research has focused primarily on the incumbent's perspective and has ignored the dyadic setting of firm-transfer processes (DeTienne, 2010; Graebner and Eisenhardt, 2004).”
Achieving Rigor in Qualitative Analysis: The Role of Active Categorization in Theory Building (2020, unknown): “…merging and splitting, the resulting theory is likely to be better at explaining cross-sectional variation, as has been done in research drawing on multiple cases (e.g., Graebner & Eisenhardt, 2004; Ozcan & Eisenhardt, 2009) or a matched pairing of cases (e.g., Barley, 1986; Kellogg, 2009, 2019).”
Technology, Identity, and Inertia Through the Lens of "The Digital Photography Company" (2009, background): “Internal identity was also expressed in Linco’s preferred choice of acquirer (Graebner and Eisenhardt 2004).”
Who Takes You to the Dance? How Partners’ Institutional Logics Influence Innovation in Young Firms (2015, background): “In fact, many venture capitalists see themselves as cocreators of new enterprises that ‘‘make a difference’’ (Graebner and Eisenhardt, 2004).”
Catalyzing Strategies and Efficient Tie Formation: How Entrepreneurial Firms Obtain Investment Ties (2012, background): “A slow process also delays access to needed resources (Baum et al., 2000; Graebner & Eisenhardt, 2004) and allows rivals to capture the best partners first (Ozcan & Eisenhardt, 2009).”
In the Horns of the Dilemma: Socioemotional Wealth, Financial Wealth, and Acquisitions in Family Firms (2018, result): “Our study also speaks to Graebner and Eisenhardt (2004), who frame acquisitions as courtship and, hence, as a social exchange between buyer and seller that is shaped by considerations of long-term fit and not only price.”