Integrating Acquired Capabilities: When Structural Integration Is (Un)necessary

By Phanish Puranam, Harbir Singh, Saikat Chaudhuri. Organ. Sci., 2009

410 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/a1b84d1f56b5a011bb9cb97a0033e498a73ff423

How researchers see this paper

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

In Strategy and Management

Citations in the corpus

Strategic Renewal of Organizations (2009, background): “social context (Capron and Mitchell 2009), and the study of information technology acquisitions focuses on the importance of organizational cognition in the form of common ground (Puranam et al. 2009).”
Growing pains: Pre-entry experience and the challenge of transition to incumbency† (2012, background): “Size, age, and technology regime experience amplify these challenges because they require reconfiguration of the firm's existing resource base (Karim, 2006; Karim and Mitchell, 2000; Penrose, 1959; Puranam, Singh, and Chaudhuri, 2009).”
Corporate Venture Capital as a Window on New Technologies: Implications for the Performance of Corporate Investors When Acquiring Startups (2009, neutral): “8Puranam et al. (2009) similarly suggest that target firms are”
Complementary technologies, knowledge relatedness, and invention outcomes in high technology mergers and acquisitions (2009, background): “Puranam, Singh, and Chaudhuri (2009) suggest that if there is substantial similarity in the knowledge bases between the acquiring and target firm, structural integration is less necessary and its disruptive consequences can be avoided.”
In Pursuit of Greatness: CEO Narcissism, Entrepreneurial Orientation, and Firm Performance Variance (2013, positive): “The efficacy and use of such directories for the compilation of secondary performance measures has been supported by numerous studies (Lee and Lieberman, 2010; Lee and Paruchuri, 2008; Puranam et al., 2009; Puranam and Srikanth, 2007; Sine et al., 2006).”
M&A and innovation: The role of integration and cultural differences—A central European targets perspective (2016, result): “Nonetheless, our results diverge from Puranam et al. (2009) who state that structural integration may disrupt innovative capabilities because of the removal of autonomy.”
The Challenge of Integration: A Review of the M&A Integration Literature (2017, background): “Deep integration increases an acquirer’s ability to control the target and transfer routines (Pablo et al. 1996; Puranam et al. 2009) and resources (Ranft and Lord 2002), yet Reus et al. (2015) note that capability transfer from acquirer to target, often in the form of imposed management knowledge…”
Dynamics of Science-based entrepreneurship (2010, background): “Studies that have tried to explain why these acquisitions often fail have placed overwhelming emphasis on whether after the deal, the acquired entity is kept as a separate subsidiary or is integrated into the acquirer’s organization ( Puranam et al. 2006, 2008; Kapoor and Lim 2007; Puranam and Srik”
Critical success factors through the Mergers and Acquisitions process:revealing pre- and post- M&A connections for improved performance (2013, background): “Most management researchers and practitioners point out that, particularly in the case of international M&A, cultural differences and integration efforts during the postacquisition integration period are critical to performance (Cording et al., 2008; Ellis et al., 2009; Graebner, 2004; Graebner & Ei”
Strategy and Uncertainty: Resource-Based View, Strategy-Creation View, and the Hybrid Between Them (2021, background): “Puranam, Singh, and Chaudhuri (2009) note when independence versus an integration process is appropriate.”
Synergy Sources, Target Autonomy, and Integration in Acquisitions (2013, background): “This often entails systems’ harmonization and resource rationalization, which are usually accomplished through structural unification (Capron, 1999; Datta, 1991; Haspeslagh & Jemison, 1991; Homburg & Bucerius, 2005; Puranam et al., 2009; Shrivastava, 1986).”
Organizational Linkages for Surviving Technological Change: Complementary Assets, Middle Management, and Ambidexterity (2009, neutral): “• Rench (1984), NCR employee and later executive from 1946 to the 1970’s”