Session 203

Acquisition Implementation

Track H

Date: Sunday, September 21, 2014

Track X

Time: 15:45 – 17:00

Paper

Room: Bruselas


Session Chair:

  • Kimberly Ellis, Florida Atlantic University

Title: Geographic Proximity and M&A Integration in Related Deals

Authors

  • Heather Parola, Florida Atlantic University
  • Kimberly Ellis, Florida Atlantic University
  • Peggy Golden, Florida Atlantic University

Abstract: Prior research has emphasized the need to uncover the success factors of merger and acquisition integration. Building on recent work highlighting the effects of geographic proximity in the selection process, we argue that geographic proximity between the acquiring firm and target firm facilitates familiarity and communications, promoting integration performance. Additionally, we argue that this relationship is moderated by the target firm’s status as a private firm, and process level factors such as integration level, integration speed, and informational justice. In our sample of 184 large related deals, we find support the positive role of geographic proximity in the integration process. Additionally, we find support that the target firm’s status, integration level, and integration speed moderate the relationship, but not always in ways hypothesized.

Title: Managing Parallel Integration Processes: An Attention-Based View

Authors

  • Steffen Wagner, University of St. Gallen
  • Xena Welch Guerra, University of St. Gallen

Abstract: Acquisition research thus far has yielded amplitudes of valuable insights on the integration processes of acquired targets. Yet this research exclusively focused on the integration of individual targets, neglecting the fact that many acquirers deal with multiple integration processes in parallel. In order to better understand the performance of serial acquirers, we develop a conceptual model to explain what impedes and what fosters the performance in parallel integration processes. To derive our propositions, we build on the attention-based view and propose different qualitative layers of organizational capacity limits.

Title: The Post-Acquisition Integration Process and the Role of the Integration Manager: A Social Network Perspective

Authors

  • Manuel Schwerdtfeger, Leibniz University of Hanover
  • Christiana Weber, Leibniz University of Hannover

Abstract: This study of the integration process during acquisitions focuses on the role of the integration manager as knowledge broker in establishing “key social ties” between the acquirer and the target, and the influence of its social capital on the outcome of this process. By conducting in-depth interviews with integration managers of multinational companies, our preliminary results show that the integration manager as knowledge broker, is able to establish those social ties, thereby facilitating the transfer of important tacit knowledge. As a result, the integration process becomes more efficient and effective, resulting in a more successful acquisition. Our implications show that it is the integration managers’ role as knowledge broker and its social capital that help to explain the hybrid findings concerning acquirer returns in acquisitions.

All Sessions in Track H...

Sun: 08:00 – 09:15
Session 311: The Power of Power: The Role of Power and Politics in Strategy Processes
Sun: 09:30 – 10:45
Session 312: Contributing to Strategy Process Scholarship and to the SMS Community: Honoring Steve Floyd and Bill Wooldridge
Sun: 11:15 – 12:30
Session 284: The Strategic Process and Competitive Dynamics of Industry Convergence
Sun: 15:45 – 17:00
Session 203: Acquisition Implementation
Sun: 17:15 – 18:30
Session 604: Strategy Process IG Business Meeting
Mon: 08:00 – 09:15
Session 205: Strategy Making Dynamics
Mon: 14:45 – 16:00
Session 204: Strategic Change and Adaptation Processes
Session 437: Corporate Structure, Resource allocation, and Portfolio planning
Mon: 16:30 – 17:45
Session 206: The Role of Middle Managers in Strategy Processes
Session 211: Knowledge Transfer and Learning
Tue: 11:00 – 12:15
Session 209: Design Issues: Tasks, Control and Risk
Tue: 15:30 – 16:45
Session 208: Interactions, Recombination and Adaptation Processes
Tue: 17:15 – 18:30
Session 207: TMTs, Strategic Planning and Agenda Building

All Sessions in Track X...

Sun: 13:45 – 14:30
Session 295: Keynote: Lifetime Achievement Award
Sun: 14:30 – 15:15
Session 471: Keynote: CK Prahalad Award
Sun: 15:45 – 17:00
Session 203: Acquisition Implementation
Session 215: Yikes: What Now (Reloaded)?: Firm Responses to Stakeholder Activism
Session 398: Corporate Strategy and Corporate Finance: Continuing the Research Conversation
Mon: 08:00 – 09:15
Session 260: IPRs, Appropriability and Innovation
Session 338: Making Strategy, Strategic Change and the Role of Sensemaking and Sensegiving
Mon: 09:30 – 10:30
Session 296: How Social Networks Create Competitive Advantage: The Microfoundations Reputation
Mon: 11:00 – 12:15
Session 213: What is In It For Us? How Sustainability Matters for Firm Strategy
Session 352: CEO Decision Making
Session 405: Multi-Sided Platform Strategies
Mon: 13:30 – 14:30
Session 4: Business Models in their Competitive Context
Session 5: Building Strategic States
Session 298: Using Networks to Shape Strategy
Session 299: Dealing with the Euro Area Economic Crisis: Strategic Adjustment in the Period of Turmoil
Session 300: Methodological and Conceptual Frontiers in the New World of Networks
Mon: 14:45 – 16:00
Session 368: Firm Scope and Industry Competition
Session 375: Changing External Environments: How do Multinationals Respond?
Mon: 16:30 – 17:45
Session 245: Human Capital Complementarities
Session 344: Paradoxical Tensions and Innovative Strategies
Tue: 08:00 – 09:15
Session 409: Increasing the Relevance of Strategy Research
Session 446: Empirical Studies and Case Studies of Business Models
Tue: 09:30 – 10:30
Session 297: Granularity of Profit
Tue: 11:00 – 12:15
Session 469: M&As and Innovation
Tue: 14:15 – 15:15
Session 301: Strategy Frameworks: In Quest of Relevance in a Turbulent World
Session 302: Directing Strategy: The Process Challenges of Formulating and Implementing Strategy in a World of Networks
Session 470: Governance Challenges in Globalized Networks
Session 473: Rethinking the Architecture of Global Corporations
Tue: 15:30 – 16:45
Session 208: Interactions, Recombination and Adaptation Processes
Session 346: Management and Strategy Practices Reconsidered
Tue: 17:15 – 18:30
Session 441: Funding Entrepreneurial Ventures: Sources and Successes


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