Supply-chain corporate venturing through acquisition: Key management team retention

Kiessling, Timothy; Harvey, Michael; Moeller, Miriam

doi:10.1016/j.jwb.2010.10.023

Cited by 19 publications

(14 citation statements)

References 124 publications

(109 reference statements)

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“…Prior research on collaborative partnerships has investigated several important human side factors (Buono & Bowditch, 2003; Seo & Hill, 2005), such as emotions in M&A (Kusstatscher & Cooper, 2005; Reus, 2012); psychological contract to retain management team in M&A (Kiessling, Harvey, & Moeller, 2012); commitment and trust in strategic alliance (Cullen, Johnson, & Sakano, 2000); human resource management (HRM), socio-cultural integration, and knowledge transfer in M&A (Sarala, Junni, Cooper, & Tarba, 2016); and leaders’ identity work in M&A (Xing & Liu, 2016). However, the existing studies tend to lack an overarching theoretical framework to organize the multifaceted human side factors.…”

Section: The Human Side and Microfoundations In Collaborative Partnermentioning

confidence: 99%

Human Side of Collaborative Partnerships

Liu

Sarala

Xing

et al. 2017

Group & Organization Management

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The research on collaborative partnerships has accumulated a vast body of knowledge, which has assisted us with comprehending several complex organizational phenomena, including mergers and acquisitions, strategic alliances, joint ventures, and entrepreneurial partnerships. Yet, the existing studies have not paid sufficient attention to the human side factors. We join the current conversation within the microfoundations perspective of management and organization studies by suggesting that investigating the human side factors as the microfoundations of collaborative partnerships can advance our collective understanding of the phenomena in important ways. This article has three general objectives. First, we show that collaborative partnerships have been a long-standing issue in management and organization studies and provide an overview of the puzzles that informed and motivated this special issue. Second, we highlight the key insights and contributions of the articles included in this special issue by reviewing their theoretical underpinnings, methodological approaches, and findings. Finally, we outline a future research agenda on the human side of collaborative partnerships that can help advance management and organization studies.

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Section: The Human Side and Microfoundations In Collaborative Partnermentioning

confidence: 99%

Human Side of Collaborative Partnerships

Liu

Sarala

Xing

et al. 2017

Group & Organization Management

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“…Moreover, based on the assumption that an acquiring firm attends to acquired employees' emotions and takes into consideration their reaction to the M&A (Larsson and Finkelstein, 1999;Reus, 2012), this study assumes that they can accurately capture an acquired firm's willingness and capacities to share knowledge and capabilities. However, human assets cannot be controlled like tangible resources such as equipment and technologies (Kiessling et al, 2012). Without further evidence on knowledge sharing and capability sharing from the perspective of acquired employees, further extrapolation of our findings are constrained to the acquiring firm.…”

Section: Limitations and Future Research Considerationsmentioning

confidence: 74%

Micro-foundations of organizational ambidexterity in the context of cross-border mergers and acquisitions

Hughes

Stokes

et al. 2020

Technological Forecasting and Social Change

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Micro-foundational approaches can enable firms to develop organizational ambidexterity, which is critical to long-term prosperity. However, to date, few studies have examined how mergers and acquisitions (M&A)-processes reliant on knowledge transfer-provide a useful organizational context through which to understand the achievement of organizational ambidexterity. Considering organizational ambidexterity from the viewpoint of exploitative and explorative innovation, we examine how behavioural contexts (corporate entrepreneurship) and structure (integration) regulate knowledge transfer activities at the micro-foundational and firm levels within a cross-border M&A context. Analysis of 143 cross-border M&As completed by United Kingdom (UK) acquiring firms revealed that: (1) knowledge sharing between the acquirer and the acquired leads to organizational ambidexterity; (2) increased use of the acquired target's capabilities has a negative effect on organizational ambidexterity; (3) overall, capability sharing is positively related to organizational ambidexterity; (4) corporate entrepreneurship has both negative and positive moderating effects (on use of the acquired target's capabilities and capability sharing, respectively), while integration positively moderates the effects of knowledge sharing on organizational ambidexterity.

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“…Kiessling et al . () apply psychological contract theory to study the retention of key management members and its effects on global supply chain performance. Their approach to study top manager retention applying psychological contract theory was significantly different from the extent literature in that domain.…”

Section: Resultsmentioning

confidence: 99%

“…Using a strategic management based capital investment model, Buchholtz et al (2003) study the likelihood for CEO departure through Becker's, largely OS-based human capital theory. Kiessling et al (2012) apply psychological contract theory to study the retention of key management members and its effects on global supply chain performance. Their approach to study top manager retention applying psychological contract theory was significantly different from the extent literature in that domain.…”

mentioning

confidence: 99%

Do Academics Actually Collaborate in the Study of Interdisciplinary Phenomena? A Look at Half a Century of Research on Mergers and Acquisitions

Mirc

Rouziès

Teerikangas

2017

European Management Review

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The role of scientific collaboration in academic research has rocketed across the natural and social sciences. While the causes, consequences, and social interaction patterns of scientific collaboration have been well‐established, extant empirical work focuses on entire disciplines. In this paper, we study patterns of interdisciplinary scientific collaboration using the example of research on mergers and acquisitions (M&A), a phenomenon which calls for input from numerous disciplines. We base our findings on a social network analysis of co‐authorship practices in 687 co‐authored papers written by 1,158 authors, published in 30 leading journals and a book series in the 1951–2014 period. We find that scientific collaboration has increased in the M&A scholarly community since the 1990s, and that one third of co‐authorships are interdisciplinary. Collaboration is however not equally spread, but led by a minority of active scholars and certain disciplines. Recently, sub‐groups of authors have become mutually connected, pointing towards the emergence of an interdisciplinary meta‐level community. Our findings contribute to appreciating interdisciplinary collaboration practices in academic research and document the evolution of M&A research.

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Supply-chain corporate venturing through acquisition: Key management team retention

Cited by 19 publications

References 124 publications

Human Side of Collaborative Partnerships

Human Side of Collaborative Partnerships

Micro-foundations of organizational ambidexterity in the context of cross-border mergers and acquisitions

Do Academics Actually Collaborate in the Study of Interdisciplinary Phenomena? A Look at Half a Century of Research on Mergers and Acquisitions

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