Acqui-Hiring

Coyle, John; Polsky, Gregg D.

doi:10.2139/ssrn.2040924

Cited by 17 publications

(39 citation statements)

References 2 publications

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“…Acqui-hiring is the novel practice of acquiring only the highly specialized foreign team of individuals from a competitor by hiring the team within the digital SMNC, without acquiring the competitor's other products, services, or liabilities (Coyle & Polsky, 2013;Paul, 2018). On one hand, acquihiring eliminates the time and investments needed to develop the team's talent anew in-house, which would be less efficient.…”

Section: Human Capital Fsas and Governance Choicementioning

confidence: 99%

“…On one hand, acquihiring eliminates the time and investments needed to develop the team's talent anew in-house, which would be less efficient. On the other hand, acquihiring also eliminates the inefficiency of overpaying for acquiring the entire foreign company when the specific talent team is the only value-added of interest to the digital SMNC (Coyle & Polsky, 2013). Acqui-hiring also allows the digital SMNC to benefit from the targeted team's portfolio of skills, removing the need for the digital SMNC to identify the specific causal mechanism and individual that yields the foreign team's success.…”

Section: Human Capital Fsas and Governance Choicementioning

confidence: 99%

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Internalization theory for the digital economy

2019

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We study the internationalization of digital service multinational enterprises (SMNCs), focusing on how digitalization alters internalization theory's assumptions about the nature of firm-specific assets (FSAs) and the theory's predictions about governance choices in cross-border transactions. We invoke Simon's (Proc Am Philos Soc 106(6):467-482, 1962) near-decomposability concept to explain how digitalization enables two distinct types of FSAstechnology and human capital. Applying the ideas of modularity and skill complexity, we further distinguish between core versus peripheral technology FSAs and between generic versus advanced human capital FSAs. Building on the transferability and appropriability of these strategic assets, we theorize on the FSAs' internalization propensity in the digital age. We propose that with rising digitalization, the network plays a dual role-as a governance mode and as a strategic resource. Integrating insights from network economics, particularly increasing returns to scale, we propose that network advantages (O n) emerge as a distinct strategic resource that merits separate investigation from the traditional asset-based (O a) and transaction-based (O t) advantages.

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Section: Human Capital Fsas and Governance Choicementioning

confidence: 99%

Section: Human Capital Fsas and Governance Choicementioning

confidence: 99%

Internalization theory for the digital economy

2019

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“…Large organizations can counter this speed advantage through the practice of "acqui-hiring" (Coyle & Polsky, 2013), which is the purchasing of smaller companies for their key employees.…”

Section: Inertia / Inflexibilitymentioning

confidence: 99%

All Things Great and Small: Organizational Size, Boundaries of the Firm, and a Changing Environment

Josefy¹,

Kuban

Ireland

et al. 2015

The Academy of Management Annals

143

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“…Indeed, the idea that acquisitions can be used to augment and reconfigure firm capabilities in various ways has a long pedigree in the acquisitions literature (e.g., Karim & Mitchell, 2000). Recent research has also begun to investigate the phenomenon of "acq-hires," which are acquisitions used by successful technology companies (e.g., Google) to obtain high caliber talent from small start-ups in the presence of significant labor market frictions (Coyle & Polsky, 2013). Specifically, even prominent technology firms may not be able to hire away founders or key employees from some new ventures, which they circumvent by acquiring the entire start-up and then redeploying the talent to work on new projects.…”

Section: Competing Channelsmentioning

confidence: 99%

Employee Mobility and Organizational Outcomes

Mawdsley

Somaya

2015

Journal of Management

169

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A large and growing literature spanning multiple fields has identified employee mobility as a critical influence on several important organizational outcomes. However, extant research on the topic is highly fragmented and lacks a unifying theoretical framework, impeding the development of a cumulative conceptually integrated body of research. We seek to remedy this situation by undertaking a review of research on employee mobility and its organizational impacts and casting it within a novel integrative conceptual framework. As a critical foundation for this framework, we highlight how the various organizational impacts of employee mobility are ultimately engendered by different dimensions of human and/or relational capital that are conveyed by mobile individuals. Building on this foundation, we describe how multilevel contextual factors-characterized as attributes of the employee, source and destination firms, and environmental conditions-may moderate the transfer and utilization of human and rela- IntroductionOver the last two decades, a significant research literature has emerged about the interorganizational movement of personnel and its substantial individual-level, organizational, and societal impacts. Inquiry into this phenomenon has spanned diverse fields, including economics, human resource management (HRM), strategic management, and sociology. However, while each of these respective research streams has provided valuable insights into the antecedents and consequences of the interorganizational movements of talent, the result is a research literature on employee mobility that is highly fragmented and disorganized.Despite its lack of coherence, literature on employee mobility is of particular interest to strategy and management scholars because the interorganizational movement of personnel affects important organizational outcomes, such as innovation (e.g., Rao & Drazin, 2002;Song, Almeida, & Wu, 2003), learning (e.g., Singh & Agrawal, 2011), capability acquisition and divestiture (e.g., Agarwal, Echambadi, Franco, & Sarkar, 2004), market entry (Boeker, 1997), relationship management (e.g., Broschak, 2004;Carnahan & Somaya, 2013;Somaya, Williamson, & Lorinkova, 2008), and even firm failure (e.g., Phillips, 2002;Wezel, Cattani, & Pennings, 2006). Building on Arrow's observation that the "mobility of personnel among firms provides a way of spreading information" (1962: 615), both scholars and industry practitioners alike have recognized that successfully navigating the market for human resources (HR) can be an important driver of firm competitive advantage (Barney, 1991;Cappelli, 2000;Gardner, 2002;Michaels, Handfield-Jones, & Axelrod, 2001).Moreover, ongoing technological, societal, and economic changes are accelerating the tendency for employees to switch employers (Cappelli, 2000;Henderson & Bierman, 2009) and increasing the intensity with which firms compete over high caliber talent (Coff, 1997;Gardner, 2005). Additionally, employees have become increasingly strategic in managing their careers by buildi...

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Acqui-Hiring

Cited by 17 publications

References 2 publications

Internalization theory for the digital economy

Internalization theory for the digital economy

All Things Great and Small: Organizational Size, Boundaries of the Firm, and a Changing Environment

Employee Mobility and Organizational Outcomes

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