The Influence of Acquisition Experience and Performance on Acquisition Behavior: Evidence From the U.S. Commercial Banking Industry

By Jerayr Haleblian, Ji-Yub Kim, N. Rajagopalan. 2006

408 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a28e9c894db9bad294f43fee04a45548635e9a8b

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Citations in the corpus

All Aspirations are not Created Equal: The Differential Effects of Historical and Social Aspirations on Acquisition Behavior (2014, methodology): “Consistent with prior studies that have shown that strong performance reinforces existing strategies (Haleblian et al., 2006), we find that as a firm’s acquisition performance improves relative to the historical aspiration level, the probability of its making a subsequent acquisition also increases.”
Do international acquisitions by emerging-economy firms create shareholder value? The case of Indian firms (2010, methodology): “Following Haleblian et al. (2006), we control for firm-level slack in the form of average leverage (logarithm of debt to equity ratio averaged over three years prior to the acquisition).”
Learning by Doing: Cross-Border Mergers and Acquisitions (2008, positive): “With repetition, firms gain experience and confidence as their knowledge regarding routines improves (Amburgey and Miner, 1992; Haleblian et al., 2006).”
The Performance Implications of Participating in an Acquisition Wave: Early Mover Advantages, Bandwagon Effects, and The Moderating Influence of Industry Characteristics and Acquirer Tactics (2008, background): “Instead, given the institutionalization of learning that occurs as the routines are developed (Haleblian et al., 2006), they pursue their normal routine information search and assessment of acquisition targets, regardless of bandwagon pressures.”
Learning in Hybrid-Project Systems: The Effects of Project Performance on Repeated Collaboration (2008, result): “Taken as a whole, our conditional-only results contrast with findings of unconditional outcome learning in other settings, including repeated collaboration among permanent organizations (Li & Rowley, 2002) and in acquisition behavior (Haleblian et al., 2006).”
Effects of Search Timing on Innovation: The Value of Not Being in Sync with Rivals (2008, methodology): “We also ran models in which we substituted the year dummies with cumulative new product introductions by all firms in the industry annually as a measure of the skill base (Haleblian, Kim, and Rajagopalan, 2006), with no change in the results.”