Transfer Effects in Large Acquisitions: How Size-Specific Experience Matters

By Kimberly M. Ellis, T. Reus, Bruce T. Lamont, Annette L. Ranft. 2011

174 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/9841916c46c3afdf15e9fab0f0615d05dc63f5a3

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

Effects of Industry- and Region-Specific Acquisition Experience on Value Creation in Cross-Border Acquisitions: The Moderating Role of Cultural Similarity (2015, background): “Levitt and March, 1988) and transfer of learning (Ellis et al., 2011) perspectives to examine how experiential learning impacts value creation in cross-border acquisitions.”
Knowledge transfer and cross-border acquisition performance: The impact of cultural distance and employee retention (2016, background): “Empson, L. (2001). Fear of exploitation and fear of contamination: impediments to knowledge transfer in mergers between professional service firms.”
The Acquisitive Nature of Extraverted CEOs (2017, background): “Larger deals are more complex and more likely affect the firm as a whole, and they exert greater influence on more diverse stakeholders (e.g., Chatterjee, 2009; Ellis et al., 2011).”
How Anticipated Employee Mobility Affects Acquisition Likelihood: Evidence from a Natural Experiment (2015, background): “…bidding strategies and integration plans, and how acquisition performance may vary based on acquirers’ capabilities to retain employees post-acquisition (Coff, 1999; Cording et al., 2008; Ellis et al., 2011; Larsson and Finkelstein, 1999; O’Reilly and Pfeffer, 2000; Ranft and Lord, 2000, 2002).”
The Challenge of Integration: A Review of the M&A Integration Literature (2017, background): “However, national culture distance also C© 2016 British Academy of Management and John Wiley & Sons Ltd. offers learning opportunities (Ellis et al. 2011) and increases willingness to accept differing organizational cultures (Very et al. 1997).”