Knowledge Transfers in Acquisitions — An Exploratory Study and Model

Westphal, Thorsk G.; Shaw, Vivienne

doi:10.1007/978-3-322-91003-5_5

Cited by 17 publications

(40 citation statements)

References 46 publications

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“…There is a growing body of research that aims to explain knowledge transfer in the context of acquisitions. Most studies have focused on knowledge characteristics, such as tacitness (Bresman et al, 1999;Junni, 2011;Westphal & Shaw, 2005), ambiguity (Junni & Sarala, 2011), and social embeddedness (Ranft and Lord, 2002). Also, characteristics of the sending and receiving firms, such as the relative size and relatedness of the knowledge bases (Ahuja & Katila, 2001;Capron, Dussauge, & Mitchell, 1998;Westphal & Shaw, 2005), have been examined.…”

Section: Hypotheses Absorptive Capacity and Acquisition Knowledge Tramentioning

confidence: 99%

“…Most studies have focused on knowledge characteristics, such as tacitness (Bresman et al, 1999;Junni, 2011;Westphal & Shaw, 2005), ambiguity (Junni & Sarala, 2011), and social embeddedness (Ranft and Lord, 2002). Also, characteristics of the sending and receiving firms, such as the relative size and relatedness of the knowledge bases (Ahuja & Katila, 2001;Capron, Dussauge, & Mitchell, 1998;Westphal & Shaw, 2005), have been examined. Fewer studies have addressed how sociocultural aspects impact knowledge transfer in acquisitions (Empson, 2001;Junni, 2011, Junni & Sarala, 2011Junni & Sarala, 2012;Sarala & Vaara, 2010;Vaara et al, 2012).…”

Section: Hypotheses Absorptive Capacity and Acquisition Knowledge Tramentioning

confidence: 99%

“…In addition, communication about the strategic aspects of the acquisition, including the vision and strategy for the combined organization and the roles of the acquisition partners in this vision (Schweiger & Goulet, 2005), is likely to be important for knowledge-related activities. Organizational members will be more motivated if they understand how absorbing the partner's knowledge is useful (Westphal & Shaw, 2005) in terms of helping the combined organization achieve its vision and strategic goals. Organizational members may also be better able to identify the type of knowledge in the partner firm that has the most value for the combined organization when they understand the broader strategic aspects.…”

Section: Antecedents Of Absorptive Capacity In Acquisitionsmentioning

confidence: 99%

“…Haspeslagh and Jemison (1991) argue that "acquisitions create value when the competitive advantage of one firm is improved through the transfer of strategic capabilities" (p. 28). More specifically, acquiring firms can access unique and valuable knowledge from the target in order to complement their existing knowledge bases (Deng, 2010;Westphal & Shaw, 2005). In addition, acquirers can seek to improve the target's performance by transferring their best practices to the target (Haspeslagh & Jemison, 1991).…”

Section: Introductionmentioning

confidence: 99%

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The Role of Absorptive Capacity in Acquisition Knowledge Transfer

Junni¹,

Sarala

2013

Thunderbird Intl Bus Rev

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Abstract:This article examines the role of absorptive capacity in acquisitions. We propose that absorptive capacity is an important determinant of acquisition knowledge transfer. Also, we identify antecedents of absorptive capacity in the specific context of acquisitions. These include contextual (national cultural differences), individual (employee withdrawal), and organizational design level (integration process communication, knowledge processing system) antecedents. We test our hypotheses on a sample of domestic and foreign acquisitions conducted by Finnish companies. This study contributes to the acquisition literature by elaborating on the role of absorptive capacity in acquisitions and to the general absorptive capacity literature by highlighting the importance of previously underexplored antecedents and outcomes of absorptive capacity.

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Section: Hypotheses Absorptive Capacity and Acquisition Knowledge Tramentioning

confidence: 99%

Section: Hypotheses Absorptive Capacity and Acquisition Knowledge Tramentioning

confidence: 99%

Section: Antecedents Of Absorptive Capacity In Acquisitionsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The Role of Absorptive Capacity in Acquisition Knowledge Transfer

Junni¹,

Sarala

2013

Thunderbird Intl Bus Rev

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“…The majority of the papers identified the sharer and institution related influences, while the key role of relations in influencing knowledge sharing practices was highlighted only by Borges (2013) and knowledge related influences were identified only by Bi and Yu (2010, July), Westphal and Shaw (2005) and Yang and Chen (2007). However, none of these previous studies acknowledged that perceptions of knowledge sharing can be shaped by four categories fundamentally different in nature, as shown in (Bi and Yu, 2010, July).…”

Section: Discussionmentioning

confidence: 99%

The ShaRInK framework: a holistic perspective on key categories of influences shaping individual perceptions of knowledge sharing

Schauer

Vasconcelos

Sen

2015

Journal of Knowledge Management

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Purpose – This paper aims to present a holistic framework, termed ShaRInK (Sharer, Relations, Institution, Knowledge), that depicts key categories of influences that shape individual perceptions of knowledge sharing within an organisational setting. Design/methodology/approach – An exploratory and qualitative case study strategy in which empirical data were gathered from 24 interviewees that were based in four different branches (i.e. China, The Netherlands, the UK and the USA) of a single information technology services organisation. Findings – The findings led to a holistic framework that depicts four key categories of influences that shape knowledge sharing from an individual perspective: attitudes and characteristics of the sharers, relations between the sharers, institutions which act as a united entity on sharer perceptions and knowledge itself. Furthermore, the four key influences not only shape knowledge sharing independently but are intertwined and have a synergistic effect. The ShaRInK framework is formed by combining these. Originality/value – The findings indicate that knowledge sharing from an individual-level perspective is a more complex phenomenon than currently portrayed in the literature. All four key influences, each being fundamentally different in nature, and their relationships should be taken into account. Equally, the ShaRInK framework can be applied by organisations when developing a knowledge-sharing strategy or auditing existing strategies.

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Knowledge creation and transfer in a cross‐cultural context—empirical evidence from Tyco Flow Control

Kohlbacher

Krähe

2007

Knowl Process Manag

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The capability of multinational corporations (MNCs) to create and efficiently combine knowledge from different locations around the world is becoming increasingly important as a determinant of competitive advantage and will be more and more critical to their success and survival. Consequently, cultural differences and cross-cultural contexts play an essential role for and significantly influence global knowledge creation and management. This paper presents a case study resulting from a current empirical research project on knowledge management and the transfer of knowledge within organizations of MNCs. We describe and analyze the efforts of global market leader Tyco Flow Control (TFC)'s Japanese subsidiary KTM to transfer relevant-and often highly tacit-knowledge to a newly acquired production site in Taiwan. Challenges and difficulties encountered in the process of global knowledge management-in this case the transfer of knowledge from Japan to Taiwan-as well as the creation of new knowledge locally and its feedback-are illustrated and carefully examined. Finally, we discuss our findings and highlight practical implications for managers and international corporations in a global business environment.

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Knowledge Transfers in Acquisitions — An Exploratory Study and Model

Cited by 17 publications

References 46 publications

The Role of Absorptive Capacity in Acquisition Knowledge Transfer

The Role of Absorptive Capacity in Acquisition Knowledge Transfer

The ShaRInK framework: a holistic perspective on key categories of influences shaping individual perceptions of knowledge sharing

Knowledge creation and transfer in a cross‐cultural context—empirical evidence from Tyco Flow Control

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