VALUE CREATION AND DESTRUCTION IN CROSS-BORDER ACQUISITIONS: AN EMPIRICAL ANALYSIS OF FOREIGN ACQUISITIONS OF U.S. FIRMS

By A. Seth, K. P. Song, R. Pettit. 2002

304 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/9244feee6d087db8382536792c758f5adc7f3f89

How researchers see this paper

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In Accounting

1. Joseph T. Mahoney
2. Lihong Qian
3. A. Boateng
4. M. Allen
5. M. Sarkar
6. Derek K. Oler
7. Qian Wang
8. J. Harrison

In Strategy and Management

1. Lihong Qian
2. Philippe Monin
3. Sougata Ray
4. M. Sarkar
5. Raveendra Chittoor
6. A. Boateng
7. M. Allen
8. Derek K. Oler

Citations in the corpus

• The danger of misinterpreting short-window event study findings in strategic management research: an empirical illustration using horizontal acquisitions (2008, background): “…venture partner buyout 2 to 2 Capron and Resource transfers in 20 to 1 Pistre (2002) horizontal acquisitions Hayward (2002) Acquisitions 2 to 2 Seth et al. 2002) Cross-border acquisitions 10 to 10 Wright et al. (2002) Acquisitions 1 to 0, 3 to 3 Arthur (2003) Work–family initiatives 1 to…”
• Incompatible strategies in international mergers: the failed merger between Telia and Telenor (2008, background): “Owing to different types and degrees of friction across international markets, different sources of synergies are likely to underlie cross-border acquisitions (Seth et al., 2002).”
• A Recursive Perspective on Discursive Legitimation and Organizational Action in Mergers and Acquisitions (2010, background): “One of the most interesting ones is “empire building,” according to which managerial decision makers, more or less intentionally, favor growth and expansion at the expense of shareholder value (Trautwein 1990, Seth et al. 2002).”
• Cross-Border M&As by Chinese Firms: An Analysis of Strategic Motivation and Performance (2008, background): “Seth, Song and Pettit (2000, 2002) , Cheng and Chan”
• Market frictions as building blocks of an organizational economics approach to strategic management (2013, background): “…direct investment posits that, in general, market frictions in capital, final goods, or strategic factor markets across countries create opportunities for the firm in one country to benefit by existing in another country (Caves, 1982; Hennart, 2011; Kumar, 2009; Seth, Song, and Pettit, 2002).”