Complementary technologies, knowledge relatedness, and invention outcomes in high technology mergers and acquisitions

By Marianna Makri, Michael A. Hitt, Peter J. Lane. 2009

772 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/7f1cec7833336e699a4c6ed7cf6c2cc40d5c7960

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Citations in the corpus

Resource-Based Theory and Corporate Diversification (2011, background): “For example, Makri, Hitt, and Lane (2009) examined the influence of two types of knowledge relatedness—knowledge similarity and knowledge complementarity—and the findings suggested that knowledge similarity facilitates incremental renewal, while knowledge complementarity would make discontinuous…”
Critical success factors through the Mergers and Acquisitions process:revealing pre- and post- M&A connections for improved performance (2013, background): “Makri, Hitt, and Lane (2010), in their study of hightechnology M&A, found that complementary scientific knowledge and complementary technological knowledge can both contribute to postacquisition performance, but in order to exploit potential synergies between the acquired and acquiring firms,…”
Digital transforming capability and performance: a microfoundational perspective (2020, background): “The literature has also demonstrated that the acquisition of knowledge complementarities makes strategic transformations more likely (Makri et al., 2010).”
Technology Push and Demand Pull Perspectives in Innovation Studies: Current Findings and Future Research Directions (2012, background): “These contributions adopt a system perspective to innovation with a strong focus on science, and discuss the presence and nature of sectoral systems of innovation (Geels, 2004; Malerba, 2002) and of technological regimes (Kemp et al., 1998).”
Resource Orchestration to Create Competitive Advantage (2011, background): “And if firms cannot develop such a capability internally, they may be able to gain access to appropriate complementary resources through strategic alliances and/or acquisitions (Harrison, Hitt, Hoskisson, & Ireland, 2001; Makri et al., 2010; Sirmon & Lane, 2004).”
Strategic Entrepreneurship: Creating Value for Individuals, Organizations, and Society (2011, neutral): “Science or scientific knowledge provides the base for developing and commercializing new technology (Makri et al., 2010).”
Relatedness as driver of regional diversification: a research agenda (2017, neutral): “Relatedness is often understood in terms of both similarity and complementarity (Makri, Hitt, & Lane, 2010).”
Keep searching and you’ll find: what do we know about variety creation through firms’ search activities for innovation? (2012, background): “In this context, Makri et al. (2010) find that complementary scientific knowledge and complementary technological knowledge improve post-merger innovation through the production of higher quality and more novel inventions.”