Acquisition Integration and Productivity Losses in the Technical Core: Disruption of Inventors in Acquired Companies

By Srikanth Paruchuri, Atul Nerkar, Donald C. Hambrick. Organ. Sci., 2006

379 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/566c41567301a7de3907531023545e3a36d3fcca

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Citations in the corpus

Synergy Sources, Target Autonomy, and Integration in Acquisitions (2013, background): “…of local operating or marketing conditions due to cross-cultural differences (Weber et al., 1996), reduced emphasis on exploration activities in the target firm’s domain (Puranam et al., 2006), and operational inefficiencies stemming from disrupted routines (Paruchuri et al., 2006).”
Integrating Acquired Capabilities: When Structural Integration Is (Un)necessary (2009, background): “…often contain a statement about whether the target firm would function as a distinct operational unit after the acquisition (e.g., would function as a “wholly owned subsidiary” or a “separate unit”) or would be merged into one of the business units of the acquiring firms (Paruchuri et al 2006).”
A Recursive Perspective on Discursive Legitimation and Organizational Action in Mergers and Acquisitions (2010, methodology): “By highlighting the problematic consequences of legitimation, this analysis provides a new explanation for the problems and failures frequently encountered in mergers and acquisitions (Haspeslagh and Jemison 1991, Paruchuri et al. 2006, Shaver 2006).”
M&A and innovation: The role of integration and cultural differences—A central European targets perspective (2016, background): “These changes affect the innovation output of the target firm (Paruchuri et al., 2006).”
Dynamics of Science-based entrepreneurship (2010, background): “Ernst and Vitt 2000; Paruchuri et al. 2006; Kapoor and Lim 2007): a large number of acquired inventors leave the company after the acquisition and those that remain exhibit poor innovation outcome.”
The Challenge of Integration: A Review of the M&A Integration Literature (2017, background): “The negative effect of integration depth on R&D personnel is moderated by the loss of status an employee perceives due to the integration as well as his or her loss of network centrality (Paruchuri et al. 2006).”
1 Moving Beyond Schumpeter: Management Research on the Determinants of Technological Innovation (2008, background): “Paruchuri, Nerkar and Hambrick ( 2006 ) also provide support for a post‐integration loss in acquisitions demonstrating that the knowledge networks of scientists may be affected by the post‐merger integration leading to a decline in the scientists’ productivity.”