Path-dependent and path-breaking change: reconfiguring business resources following acquisitions in the U.S. medical sector, 1978–1995

By S. Karim, Will Mitchell. 2000

698 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/cf1e1f530b5285bc7f2e5d52b9d5c8c8e7ad6a8a

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Citations in the corpus

The influence of mergers on firms' product‐mix strategies (2004, methodology): “…has used the RBV framework to argue that firms use acquisitions to reconfigure the acquiring firm or target firm’s business, (Capron et al., 1998; Karim and Mitchell, 2000), change the mix of products and services offered, and facilitate growth (Bowman and Singh, 1990, 1993; Lubatkin and…”
Non‐additivity in portfolios of exploration activities: a real options‐based analysis of equity alliances in biotechnology (2004, background): “…some very interesting and insightful literature on divestitures in the strategy literature, for example, Capron, Mitchell, and Swaminathan (2001), Karim and Mitchell (2000), Bergh (1997), Bergh and Holbein (1997), Hoskisson et al. (1994), Montgomery, Thomas, and Kamath (1984) and Harrigan (1981).”
Selection Capability: How Capability Gaps and Internal Social Frictions Affect Internal and External Strategic Renewal (2009, background): “Internally developed capabilities can thus provide a more stable platform for future development of new capabilities than those acquired externally , because of their greater integration into the firm's context and knowledge base (Grant 1996, Karim and Mitchell 2000).”
Do international acquisitions by emerging-economy firms create shareholder value? The case of Indian firms (2010, background): “Such reconfiguration efforts require acquiring, accumulating, as well as divesting resources (Karim & Mitchell, 2000; Sirmon, Hitt, & Ireland, 2007).”
Market orientation, market disruptiveness capability and social enterprise performance: An empirical study from the United Kingdom (2019, background): “In the market resource context, both anecdotal findings and empirical research experiences have pointed to the conclusion whereby firms with a strong current market focus may struggle to develop truly path-breaking innovation for the future (Atuahene-Gima, 2005; Karim & Mitchell, 2000).”
Growing pains: Pre-entry experience and the challenge of transition to incumbency† (2012, background): “Finally, our study highlights the importance of moving beyond survival to study other outcomes, which can illustrate more fine-grained differences in capabilities, as studies have done with new product offerings (Khessina and Carroll, 2008) and reorganization (Karim and Mitchell, 2000).”
Product Innovation and Survival in a High-Tech Industry (2009, background): “Analyzing acquisitions in the US medical sector, Karim and Mitchell (2000) provide evidence that acquisitions enable buyers both to increase efficiency and to stretch the boundaries of their pre-acquisition markets.”
Organizational Path Dependence: Opening the Black Box (2009, background): “Major features here are resource commitment, reversibility, and transferability of experience (Arthur, 1994; Ghemawhat, 1991; Gilbert, 2005; Karim & Mitchell, 2000).”
A Bayesian operationalization of the resource‐based view (2004, background): “For example, scholars have extensively examined acquisitions and divestitures (Capron and Pistre, 2002; Capron, Mitchell, and Swaminathan, 2001; Karim and Mitchell, 2000) and the Wall Street Journal reports on such activ ities almost daily.”
Mergers & acquisitions research: A bibliometric study of top strategy and international business journals, 1980–2010 (2014, methodology): “Hence, this stream of research on M&As as opportunities for firms to reconfigure their businesses and alter their pool of resources and capabilities (Karim & Mitchell, 2000; Ferreira, 2007) has made significant inroads in clarifying the potential gains accruing from M&As beyond financial or…”
What are Dynamic Capabilities and are They a Useful Construct in Strategic Management (2009, positive): “The ostensive routine, i.e. the abstract description of the dynamic capability, might be very similar across competing firms, e.g. ‘we all do R&D’.”
Corporate divestitures and family control (2016, positive): “Divestitures are believed to enable firms to reconfigure resources within their corporate portfolios (Capron, Dussauge, and Mitchell, 1998; Karim and Mitchell, 2000; Helfat and Eisenhardt, 2004) and to remove obsolete or misaligned business units therefrom (Chang, 1996; Capron, Mitchell, and Swamina”
The capital structure implications of pursuing a strategy of innovation (2003, background): “Finally, some strategy researchers have sug gested that firms may use acquisitions to expand their stock of knowledge (Huber, 1991; Karim and Mitchell, 2000; Kogut and Zander, 1992).”
Incumbent Adaptation to Technological Change: The Past, Present, and Future of Research on Heterogeneous Incumbent Response (2018, positive): “Adaptation is not only a process of resource acquisition and assimilation but also the reconfiguration and organization of those resources to pursue a new opportunity (Karim & Mitchell, 2000; Lavie, 2006; Sirmon, Hitt, Ireland, & Gilbert 2011).”