Performance Feedback, Slack, and The Timing of Acquisitions

By Dinesh N Iyer, Kent D. Miller. 2008

605 citations recorded by the source corpus.

Subfields: Accounting, Management Science and Operations Research, Safety Research

View Paper: https://www.semanticscholar.org/paper/5283638def2d95a525272bfb171df54090c18daf

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Citations in the corpus

Contradictory yet Coherent? Inconsistency in Performance Feedback and R&D Investment Change (2018, background): “…studies on performance feedback have often shown that sometimes performance relative to the historical aspiration level has an impact on adaptation, while performance relative to the social aspiration level does not or vice versa (W. Chen & Miller, 2007; Greve, 2003b; Iyer & Miller, 2008).”
In the Horns of the Dilemma: Socioemotional Wealth, Financial Wealth, and Acquisitions in Family Firms (2018, methodology): “More recently, there has been a turn toward behavioral motives of managers to engage in acquisitions (e.g., Iyer & Miller, 2008).”
A Behavioral Theory of Social Performance: Social Identity and Stakeholder Expectations (2017, background): “…Levinthal, & Ocasio, 2012) has evaluated readily quantifiable financial indicators, such as return on assets (ROA; Chrisman&Patel, 2012), Altman’s Z (Iyer & Miller, 2008), and sales (Greve, 2008), against a firm’s own historical performance (Greve, 1998; Massini, Lewin, &Greve, 2005) or the…”
All Aspirations are not Created Equal: The Differential Effects of Historical and Social Aspirations on Acquisition Behavior (2014, background): “Iyer and Miller (2008) found that firms experiencing performance below aspirations are more likely to make acquisitions.”
Motivation and Ability? A Behavioral Perspective on the Pursuit of Radical Invention in Multi-Technology Incumbents (2017, positive): “…below aspirations is non-linear, with the pursuit of radical invention rising (or at least staying relatively high) as performance first falls below aspirations, and then eventually falling as performance drops far below aspirations (Iyer & Miller, 2008; March & Shapira, 1992; Ref & Shapira, 2017).”
Technology Acquisition in Family and Nonfamily Firms: A Longitudinal Analysis of Spanish Manufacturing Firms (2013, background): “This reflects the assumption that, as negative discrepancies between the firm’s performance and either its historical performance or the performance of competitors widen, decision makers are more likely to perceive gaps between current performance and aspirations (Iyer and Miller, 2008).”
Organizational responses to performance feedback: A meta-analytic review (2019, methodology): “Investment and growth Firms’ investments in physical, tangible resources to drive organizational growth (Iyer and Miller, 2008; Kim et al., 2015) Investments in machinery and factory (Audia and Greve, 2006) Strategic change Changes in organizational structure, organizational scope, or strategic posi”
Synthesizing and Extending Resource Dependence Theory (2013, positive): “…affect their choices between various types of interorganizational arrangements and to influence their performance through the mechanism of leverage (Iyer & Miller, 2008; Pfeffer, 1972c). fourth, we control for prior ties, as prior tie formation expedites subsequent interorganizational arrangement…”
Top management attention to innovation: The role of search selection and intensity (2009, methodology): “Following prior research (Bromiley, 1991; Chen, 2008; Greve, 2003; Iyer & Miller, 2008), we used the equity/debt ratio divided by 1,000 to measure organizational slack.”
Disentangling Risk and Change (2015, background): “For example, an acquisition of a target when the focal firm already owns a significant stake may not be a risky decision (Iyer and Miller, 2008).”