The acquisition process as a learning process: Evidence from a study of critical problems and solutions in domestic and cross-border deals

By Philippe Very, D. Schweiger. 2001

248 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a928e961667b3b890f04b179ab0b334188a59fd5

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 Economics and Econometrics

In Strategy and Management

Citations in the corpus

Dynamics of Acquired Firm Pre-Acquisition Employee Reactions (2012, background): “Target Strategic Responsiveness The acquired firm’s responsiveness to the acquisition was previously discussed in terms of its cognitive responsiveness. In this section, the focus shifts to the target’s strategic responsiveness. Whereas target cognitive responsiveness is based on the target’s histor”
Expatriation as a Bridge Over Troubled Water: A Knowledge-Based Perspective Applied to Cross-Border Acquisitions (2005, background): “From a knowledge perspective, the management of the acquisition integration might also benefit from being viewed as a learning process (Very and Schweiger 2001).”
Psychological contract assessment after a major organizational change (2006, background): “Mergers and acquisitions Several researchers have suggested that in most cases M&As fail to meet initial financial expectations (i.e. Bruner and Spekman, 1998; Haveman, 1992; Very and Schweiger, 2001; Zollo, 2003).”
Measuring the Performance of Corporate Acquisitions: An Empirical Comparison of Alternative Metrics (2006, unknown): “The integration phase of an acquisition is central to its outcome (Ellis and Lamont, 2004), but even acquiring managers have difficulty predicting all the issues that will arise (Very and Schweiger, 2001).”
Sociocultural Integration in Mergers and Acquisitions: Unresolved Paradoxes and Directions for Future Research (2013, background): “…impact of one failed M&A may be leveraged at the firm level, while the experience from multiple acquisitions should translate into better M&A performance at the task and transaction levels through organizational learning (cf. Barkema & Schijven 2008; Laamanen & Keil, 2008; Very & Schweiger, 2001).”