Synergy Sources, Target Autonomy, and Integration in Acquisitions

By Akbar Zaheer, X. Castañer, David Souder. 2013

245 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f799461846edb280167f2997a4e45bb4cfe102f7

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. John R. Busenbark
2. Yingqi Wei
3. Nan Zheng
4. Yabin Zhang
5. Norbert Steigenberger
6. Jingjing Yang

In Strategy and Management

1. John R. Busenbark
2. Yingqi Wei
3. Nan Zheng
4. Yabin Zhang
5. Norbert Steigenberger
6. Jingjing Yang

Citations in the corpus

• The Challenge of Integration: A Review of the M&A Integration Literature (2017, background): “High similarity and high complementarity both favour deep integration (Bauer and Matzler 2014; Datta and Grant 1990; Zaheer et al. 2013).”
• In search of strategic assets through cross-border merger and acquisitions: Evidence from Chinese multinational enterprises in developed economies (2016, background): “In addition to the departure of key managers, there could also be operational inefficiencies originating from disrupted routines, and misunderstandings arising from unfamiliarity with the local operating procedures and local market conditions because of the cross-cultural differences (Zaheer et al.,”
• Sample Selection Bias and Heckman Models in Strategic Management Research (2016, background): “…integration capabilities may undertake acquisitions at higher rates than firms with less extensive post-acquisition integration capabilities because these capabilities will help to improve post-acquisition performance (e.g., Zaheer, Castañer, and Souder, 2013; Zollo and Singh, 2004).”