Acquiring New Technologies and Capabilities: A Grounded Model of Acquisition Implementation

By Annette L. Ranft, Michael D. Lord. Organ. Sci., 2002

849 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/97db06d7c3ecdaf9d63f3dc4147008598b2b6b70

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In Management Information Systems

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Citations in the corpus

Going, going, gone: exit forms and the innovative capabilities of firms (2012, neutral): “These problems become critical when knowledge is tacit and socially complex, dependent on a set of internal and external relationships specific to the target firm (Ranft and Lord 2002).”
Performance Implications of Firm Resource Interactions in the Acquisition of R&D-Intensive Firms (2008, result): “Imposing such a restriction is consistent with the lower bound observed in prior acquisition research (Ranft and Lord 2002, Ravenscraft and Scherer 1987).”
Born to flip. Exit decisions of entrepreneurial firms in high-tech and low-tech industries (2011, background): “house (Coff 1999; Cohen and Levinthal 1990; Ranft and Lord 2002).”
M&A and innovation: The role of integration and cultural differences—A central European targets perspective (2016, result): “Here we are in line with previous research that states that through integration, valuable organizational routines are usually changed, which may weaken innovative capabilities (Ranft & Lord, 2002; Benner & Tushman, 2003).”
Do High Technology Acquirers Become More Innovative (2010, background): “The significantly negative effect on R&D-intensity in the first postacquisition year is consistent with previous studies emphasising the influence of temporary restructuring costs and the disruption of established organizational and R&D routines in early post acquisition years (Haspeslagh and Jemiso”
The Challenge of Integration: A Review of the M&A Integration Literature (2017, background): “…usually leads to higher motivation on the side of the acquired firm’s employees (Datta and Grant 1990) and preserves the opportunity for independent thinking (Graebner 2004; Puranam et al. 2009), which is particularly important for knowledge-driven acquisitions (Ranft 2006; Ranft and Lord 2002).”
From resource base to dynamic capabilities: An investigation of new firms (2009, neutral): “, 2001), to allow other resources and capabilities to be developed fully (Ranft and Lord, 2002) or to increase their gains from training (Branzei and Thornhill, 2006).”
Knowledge transfer and cross-border acquisition performance: The impact of cultural distance and employee retention (2016, background): “According to Ranft and Lord (2002), knowledge transfer, that is, the acquisition and utilization of new sets of knowledge-based resources, is one of the primary objectives of mergers and acquisitions, and plays a significant role in the process of synergy realization in acquisitions (Junni, 2011).”