Deliberate learning in corporate acquisitions: post‐acquisition strategies and integration capability in U.S. bank mergers
By Maurizio Zollo, Harbir Singh. 2004
1,135 citations recorded by the source corpus.
Subfields: Accounting, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/d21e6b6e097b2a559e2a03481b6eab2b43544c86
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In Accounting
- Norbert Steigenberger
- Jerayr Haleblian
- Ji-Yub Kim
- Sydney Finkelstein
- Shlomo Yedidia Y. Tarba
- Yaakov Weber
- Constance E. Helfat
- Mauro F. Guillén
In Strategy and Management
- N. J. Foss
- Constance E. Helfat
- Oliver Schilke
- Wpm Wim Vanhaverbeke
- Teppo Felin
- Geert Duysters
- Norbert Steigenberger
- Henk W. Volberda
Citations in the corpus
- Acquisitions by emerging market multinationals: Implications for firm performance (2014, background): “…supplementary resources, they require significant organizational changes in order to achieve synergies (Estrin & Meyer, 2011; Haspeslagh & Jemison, 1991; Hitt, Ireland, Camp, & Sexton, 2001; Jemison & Sitkin, 1986; Zollo & Singh, 2004) and resource redeployment (Capron, 1999; Capron et al., 1998).”
- Learning mechanisms and differential performance in alliance portfolios (2007, background): “In line with this logic, recently other studies have looked at learning effects caused by deliberate attempts to transfer lessons inside the firm in, for example, corporate acquisitions (Haleblian et al., 2006; Zollo and Singh, 2004), franchise networks (Knott, 2003; Szulanski and Jensen, 2006) and ”
- Building firm capabilities through learning: the role of the alliance learning process in alliance capability and firm-level alliance success (2007, background): “exists within the firm and its managers (Zollo and Singh, 2004; Hansen, Nohria, and Tierney, 1999).”
- Critical success factors through the Mergers and Acquisitions process:revealing pre- and post- M&A connections for improved performance (2013, background): “Zollo and Singh (2004) argue that previous acquisition experience explains higher acquisition performance only in cases where companies in merger activity are meticulous in merger process management and explicitly codify knowledge derived from each experience.”
- Towards a practice-based view of strategy (2014, background): “Research on replication of practices (Szulanski and Jensen, 2006), acquisitions (Zollo and Singh, 2004), and alliances (Kale and Singh, 2007; Kale, Singh, and Perlmutter, 2000) provide additional examples.”