Effects of Firm R&D Investment and Environment on Acquisition Likelihood*

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Managerial Incentives, CEO Characteristics and Corporate Innovation in China’s Private Sector (2011, background): “Heeley et al. 2006). have stronger incentive for R&D.”
Cross-border mergers and acquisitions by emerging market firms: A comparative investigation (2015, background): “Given their less munificent home country environments (Heeley et al., 2006), resource availability abroad is particularly important for EMFs.”
Performance Implications of Firm Resource Interactions in the Acquisition of R&D-Intensive Firms (2008, methodology): “Similar to Griliches and Mairesse (1984) and Heeley et al. (2006), we measured a firm's R&D stock using a cumulative R&D measure of a firm's R&D investments depreciated by 15% per year for three years to account for the possibility that more recent R&D is more valuable (Dierickx and Cool 1989).”
Operational Slack and Venture Survival (2013, methodology): “Drawing on Dess and Beard (1984) and Keats and Hitt (1988), as recently used by Heeley et al. (2006), we operationalized dynamism, complexity, and munificence (conversely, environmental hostility) for each year with moving 5-year windows.1 Based on Keats and Hitt (1988) we used an OLS regression to…”