How can digital technology-related acquisitions affect a firm's innovation performance

Zhou, Jianping; Liu, Chenrui; Xing, Xiaoqiang; Li, Jizhen

doi:10.1504/ijtm.2021.120931

Cited by 8 publications

(11 citation statements)

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“…By executing multiple studies with larger samples, this limitation could be addressed by future researchers. Future research could also explore the position of strategic management among other factors with impact on the level of digital maturity and innovation processes, and the means of building up the digital maturity and training necessary competencies needed to successful digital transformation (Zhou et al, 2021) 27. Another research gap can be seen in comparison between various SME divided by fields of business, size, revenue, and other performance indicators, concerning their role and purpose in building dynamic capabilities for digital transformation (Barreto, 2010) 28.…”

Section: Discussionmentioning

confidence: 99%

Digital transformation of strategic management of SMEs in the Czech Republic

Červinka

2023

JIOS

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Strategic management of SMEs is perceived as crucial backbone of their business, as itimpacts their business models and internal processes all the way up to digital innovationmeasured by the level of digital maturity. How do the strategic management factorsinfluence the digital maturity? Through quantitative analysis of 76 respondentsrepresenting SMEs in the Czech Republic, the research data was collected andstatistically tested. Results imply that strategic management factors affect the level ofdigital maturity. This paper contributes to prior literature by practical implementationof modified digital maturity model and by addressing the correlation of strategicmanagement factors and the level of digital maturity. Limitations springing fromsample site and environment are addressed and discussion on the results is conducted.Author proposes a conclusion that strategic management factors can be perceived as adriver of digital transformation, emphasizing the need for future research and practicaldiscussion.

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Section: Discussionmentioning

confidence: 99%

Digital transformation of strategic management of SMEs in the Czech Republic

Červinka

2023

JIOS

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“…M&A experience . Referring to Zhou et al [ 9 ], the combined number of times the acquirer firm went to acquire the target firm in the five years prior to the M&A was counted and used to measure the firm’s M&A experience.…”

Section: Methodsmentioning

confidence: 99%

“…One such study is Hanelt et al [ 1 ], who through systematic elaboration, theoretical conceptualization, and empirical testing of digital M&A, argued that digital M&A helps promote digital innovation and boosts firm performance. Additionally, Zhou et al [ 9 ], using data of Chinese listed firms as a sample, verified the positive relationship between digital M&A and innovation performance. Yu and Yan [ 20 ] argued that digital finance development promotes the implementation of digital M&A by firms.…”

Section: Literature Review and Hypothesesmentioning

confidence: 97%

“…Building a digital knowledge base enables firms to absorb and utilize external digital knowledge [ 1 ], which facilitates the DT process [ 45 ]. In addition, Zhou et al [ 9 ] point out that in a digital M&A scenario, acquiring the digital knowledge of the target firm can effectively facilitate firm DT. Therefore, CEO career variety in digital M&A scenarios can facilitate DKBE and thus increase the degree of DT.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

“…In the digital M&A context, this study considers DT a type of strategic decision-making and examines the influence of CEO career variety on DT. Considering the importance of digital knowledge-based extension (DKBE) in the digital M&A process to achieve DT [ 9 ], DKBE is employed as a mediating variable in the relationship between CEO career variety and DT. This study screens NGIT firms from Chinese A-share listed firms and collects their digital M&A events as the research sample.…”

Section: Introductionmentioning

confidence: 99%

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Research on the relationship between CEO career variety, digital knowledge base extension, and digital transformation in the context of digital merger and acquisition: The case of China’s new generation of information technology firms

Li,

Yang,

Meng

2024

PLoS ONE

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This study examines the relationship between CEO career variety, digital knowledge base extension, and digital transformation in a digital M&A context. An empirical test was conducted using regression analysis with the digital M&A events of the new generation of information technology firms in China as the research sample. The results reveal that CEO career variety has a positive effect on digital transformation in the digital M&A context and that digital knowledge-base extension plays a mediating role. Moreover, the heterogeneity impact analysis indicated that the moderating effects of geographical distance, knowledge disparity, and cultural difference between target and acquirer firms on the above relationships vary greatly: geographical distance has a negative moderating effect, cultural difference has a positive moderating effect, and the moderating effects of both geographical distance and cultural difference are realized through mediating effects, but none of the moderating effects of knowledge disparity are significant.

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Can digital M&A reduce the stock price crash risk?

Guan,

Wen

2024

Int. J Fin Econ

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With the rapid development of the digital economy, digital mergers and acquisitions (M&A) have become essential means for enterprises to acquire digital technologies and accelerate their digital transformation. This paper examines the impact of digital M&A on stock price crash risk using a sample of M&A transactions of China A‐share listed companies from 2010 to 2021. The results show that digital M&A can reduce stock price crash risk after M&A. Further discussions reveal that compared to non‐digital M&A, digital M&A has a better market effect, and the target firms of digital M&A generally are in different industries from the acquirers, have relatively low registered capital, have a shorter registration time, and have better financial performance. Mechanism tests indicate that during the transaction, digital M&A increases the probability of signing earnout contracts and reduces the cash payment ratio. After the transaction, digital M&A increases research and development (R&D) investment and improves R&D investment efficiency, ultimately reducing stock price crash risk. Cross‐sectional tests suggest that in situations with intense market competition, lower digitalization level of the acquirers, and higher business similarity between the acquirer and the target firm, digital M&A is more effective in reducing stock price crash risk. The findings enrich the research on the operational mechanisms and economic consequences of digital M&A, providing theoretical references for regulatory authorities to optimise M&A regulatory policies and for enterprises to assess the benefits and risks of digital M&A.

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How can digital technology-related acquisitions affect a firm's innovation performance

Cited by 8 publications

References 0 publications

Digital transformation of strategic management of SMEs in the Czech Republic

Digital transformation of strategic management of SMEs in the Czech Republic

Research on the relationship between CEO career variety, digital knowledge base extension, and digital transformation in the context of digital merger and acquisition: The case of China’s new generation of information technology firms

Can digital M&A reduce the stock price crash risk?

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