Ecological investigation of firm effects in horizontal mergers

Abstract

debate that continues within and across three fields of inquiry: strategy (McGahan and Porter, 1997;Rumelt, 1991), industrial organization economics (IO) (Schmalensee, 1989), and organizational ecology (OE) (Barnett and Freeman, 1997).The debate has endured in part because the three field's (strategy, IO, and OE) theories, concepts, and measures are calibrated using different units of analyses (firm, industry, and population). We bridge these differences by using an ecological lens to model the performance effects of horizontal mergers at the product-market (resource niche) level. Our core thesis is that firm effects matter: some of the products involved in a horizontal merger will attain and sustain an increase in performance from their premerger level in excess of that explained by industry and population-level effects. Our study identifies three

La fusión de las cooperativas: las expectativas de gestión relacionados con los indicadores financieros

“…Puranam and Srikanth (2007) show that leveraged buyouts designed for innovative companies increase the innovative capacity of independent units. The results are consistent with the research of Lubatkin, Schulze and Mainkar & Coterril (2001), demonstrating that the market positioning and the resources of the companies involved in acquisitions have influence on its market performance.…”

Reducing Causal Ambiguity in Acquisition Integration: Intermediate Goals as Mediators of Integration Decisions and Acquisition Performance.

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Absolute and relative resources as determinants of international acquisitions

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