The effects of strategic and market complementarity on acquisition performance: evidence from the U.S. commercial banking industry, 1989–2001

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Knowledge complementarity, knowledge absorption effectiveness, and new product performance: The exploration of international joint ventures in China (2013, background): “According to Kim and Finkelstein (2009), knowledge complementarity in an IJV setting exists when each partner brings in unique knowledge bases that may be combined and integrated to create value that did not exist in either firm prior to formation of the IJV.”
Mergers and Acquisitions: Overcoming Pitfalls, Building Synergy, and Creating Value (2009, background): “Another possible form of complementarity is combining different geographic operations (Kim & Finkelstein, 2009); as such, we discuss cross-border M&A next.”
The Challenge of Integration: A Review of the M&A Integration Literature (2017, background): “Internal and external relatedness, which is the complementarity of resources and processes of acquirer and target, is an important driver of integration success (Bauer and Matzler 2014; Kim and Finkelstein 2009; Marco and Rausser 2011; Very et al. 1997).”