Integrating Acquired Capabilities: When Structural Integration Is (Un)necessary

References

• Ahuja G., Katila R. Technological acquisitions and the innovation performance of acquiring firms: A longitudinal study. Strategic Management J. (2001) 22(3):197–220Crossref, Google Scholar
• Ahuja G., Lampert C. M. Entrepreneurship in the large corporation: A Longitudinal study of how established firms create. Strategic Management J. (2001) 22(6/7):521–543Crossref, Google Scholar
• Ai C. R., Norton E. C. Interaction terms in logit and probit models. Econom. Lett. (2003) 80(1):123–129Crossref, Google Scholar
• Amburgey T. A., Kelley D., Barnett W. P. Resetting the clock: The dynamics of organizational change and failure. Admin. Sci. Quart. (1993) 38:51–73Crossref, Google Scholar
• Argyres N. S. Technology strategy, governance structure and interdivisional coordination. J. Econom. Behav. Organ. (1995) 28(3):337–358Crossref, Google Scholar
• Arora A., Alfonso G. Complementarity and external linkages: The strategies of the large firms in biotechnology. J. Indust. Econom. (1990) 38(4):361–379Crossref, Google Scholar
• Baker G. Distortion and risk in optimal incentive contracts. J. Human Resources (2002) 37(4):728–751Crossref, Google Scholar
• Bechky B. A. Sharing meaning across occupational communities: The transformation of understanding on a production floor. Organ. Sci. (2003) 14(3):312–330Link, Google Scholar
• Becker G. S., Murphy K. M. The division of labor, coordination costs, and knowledge. Quart. J. Econom. (1992) 107(4):1137–1160Crossref, Google Scholar
• Benner M. J., Tushman M. L. Exploitation, exploration, and process management: The productivity dilemma revisited. Acad. Management Rev. (2003) 28(2):238–256Crossref, Google Scholar
• Benson D., Ziedonis R. H. Corporate venture capital as a window on new technologies: Implications for the performance of corporate investors when acquiring startups. Organ. Sci. (2009) 20(2):329–351Link, Google Scholar
• Birkinshaw J., Bresman H., Hakanson L. Managing the post-acquisition integration process: How the human integration and task integration. J. Management Stud. (2000) 37(3):395–425Crossref, Google Scholar
• Bowen H. P., Wiersema M. F., Ketchen D. J., Bergh D. D. Modeling limited dependent variables: Methods and guidelines for researchers in strategic management. Research Methodology in Strategy and Management (2004) (Elsevier, New York) 87–134Crossref, Google Scholar
• Camerer C., Knez M. Coordination, organizational boundaries and fads in business practices. Indust. Corporate Change (1996) 5:89–112Crossref, Google Scholar
• Camerer C., Knez M., Shapira Z. Coordination in organizations: A game theoretic perspective. Organizational Decision Making (1997) (Cambridge University Press, Cambridge, UK) Google Scholar
• Capron L., Mitchell W. Selection capability: How capability gaps and internal social frictions affect internal and external strategic renewal. Organ. Sci. (2009) 20(2):294–312Link, Google Scholar
• Chakrabarti A., Hauschildt J., Suverkrup C. Does it pay to acquire technological firms? R&D Management (1994) 24(1):47–56Crossref, Google Scholar
• Chaudhuri S., Tabrizi B. Capturing the real value in high-tech acquisitions. Harvard Bus. Rev. (1999) 77(5):123–130Google Scholar
• Chwe M. S.Rational Ritual: Culture, Coordination and Common Knowledge (2001) (Princeton University Press, Princeton, NJ) Google Scholar
• Clark H.Using Language (1996) (Cambridge University Press, Cambridge, UK) Crossref, Google Scholar
• Cohen W. M., Levinthal D. A. Absorptive capacity: A new perspective on learning and innovation. Admin. Sci. Quart. (1990) 35(1):128–152Crossref, Google Scholar
• Datta D. K., Grant J. H. Relationships between type of acquisition, the autonomy given to the acquired firm, and acquisition success: An empirical analysis. J. Management (1990) 16(1):29–44Crossref, Google Scholar
• Demsetz H. The theory of the firm revisited. J. Law, Econom. Organ. (1988) 4(1):141–161Google Scholar
• Dierickx I., Cool K. Asset stock accumulation and sustainability of competitive advantage. Management Sci. (1989) 35(12):1504–1511Link, Google Scholar
• Dosi G., Levinthal D. A., Marengo L. Bridging contested terrain: Linking incentive-based and learning perspectives on organizational evolution. Indust. Corporate Change (2003) 12(2):413–436Crossref, Google Scholar
• Doz Y. V., Contractor F. J., Lorange P. Technology partnerships between larger and smaller firms: Some critical issues. Cooperative Strategies in International Business (1988) (Lexington Books, Lexington, MA) Google Scholar
• Eggers J. P. Cognition and renewal: Comparing CEO and organizational effects on incumbent adaptation to technical change. Organ. Sci. (2009) 20(2):461–477Link, Google Scholar
• Eisenhardt K. M. Agency theory: An assessment and review. Acad. Management Rev. (1989) 14(1):57–74Crossref, Google Scholar
• Ernst H., Vitt J. The influence of corporate acquisitions on the behavior of key inventors. R&D Management (2000) 30(2):105–120Crossref, Google Scholar
• Galbraith J. R. Organization design: An information processing view. Interfaces (1974) 4(3):28–36Link, Google Scholar
• Galbraith J. R.Organization Design (1977) (Addison-Wesley, Reading, MA) Google Scholar
• Gerpott T. J. Successful integration of R&D functions after acquisitions. R&D Management (1995) 25(2):161–178Crossref, Google Scholar
• Ghoshal S., Bartlett C. A. The multinational corporation as an interorganizational network. Acad. Management Rev. (1990) 15(4):603–625Crossref, Google Scholar
• Graebner M. E. Momentum and serendipity: How acquired leaders create value in the integration of technology firms. Strategic Management J. (2004) 25(8/9):751–777Crossref, Google Scholar
• Granstrand O., Sjolander S. The acquisition of technology and small firms by large firms. J. Econom. Behav. Organ. (1990) 13(3):367–386Crossref, Google Scholar
• Grant R. M. Toward a knowledge based theory of the firm. Strategic Management J. (1996) 17:109–122Crossref, Google Scholar
• Greene W. H.Econometric Analysis (2000) (Prentice Hall, Upper Saddle River, NJ) Google Scholar
• Gulati R., Singh H. The architecture of cooperation: Managing coordination costs and appropriation concerns in strategic alliances. Admin. Sci. Quart. (1998) 43:781–794Crossref, Google Scholar
• Gulati R., Lawrence P. R., Puranam P. Adaptation in vertical relationships: Beyond incentive conflict. Strategic Management J. (2005) 26:415–440Crossref, Google Scholar
• Gupta A. K., Govindarajan V. Resource sharing among SBU's: Strategic antecedents and administrative implications. Acad. Management J. (1986) 29(4):695–714Crossref, Google Scholar
• Haleblian J., Finkelstein S. The influence of organization acquisition experience on acquisition performance: A behavioral perspective. Admin. Sci. Quart. (1999) 44(1):29–57Crossref, Google Scholar
• Hannan M. T., Freeman J. Structural inertia and organizational change. Amer. Sociol. Rev. (1984) 49:149–164Crossref, Google Scholar
• Hansen M. T., Lovas B. How do multinational companies leverage technological competencies? Moving from single to interdependent explanations. Strategic Management J. (2004) 25(8–9):801–822Crossref, Google Scholar
• Haspeslagh P. C., Jemison D. B.Managing Acquisitions: Creating Value through Corporate Renewal (1991) (Free Press, New York) Google Scholar
• Heath C., Staudenmayer N. Coordination neglect: How lay theories of organizing complicate coordination in organizations. Res. Organ. Behav. (2000) 22:53–191Google Scholar
• Hill C. W. L., Hitt M. A., Hoskisson R. E. Cooperative versus competitive structures in related and unrelated diversified firms. Organ. Sci. (1992) 3(4):501–521Link, Google Scholar
• Hoetker G. Do modular products lead to modular organizations? Strategic Management J. (2006) 27(6):501–518Crossref, Google Scholar
• Hoetker G. The use of logit and probit models in strategic management research: Critical issues. Strategic Management J. (2007) 28:331–343Crossref, Google Scholar
• Ibarra H. Network centrality, power, and innovation involvement: Determinants of technical and administrative roles. Acad. Management J. (1993) 36(3):471–501Crossref, Google Scholar
• Jaffe A., Trajtenberg M., Henderson R. Geographic localization of knowledge spillovers as evidenced by patent citations. Quart. J. Econom. (1993) 108:577–598Crossref, Google Scholar
• John C. H. S., Harrison J. S. Manufacturing-based relatedness, synergy, and coordination. Strategic Management J. (1999) 20(2):129–145Crossref, Google Scholar
• Kale P., Puranam P. Choosing equity stakes in technology-sourcing relationships: An integrative framework. California Management Rev. (2004) 46(3):77–99Crossref, Google Scholar
• Knott A. M., Posen H. E. Firm R&D behavior and evolving technology in established industries. Organ. Sci. (2009) 20(2):352–367Link, Google Scholar
• Kogut B., Zander U. What firms do? Coordination, identity, and learning. Organ. Sci. (1996) 7(5):502–518Link, Google Scholar
• Krackhardt D. Assessing the political landscape: Structure, cognition, and power in organizations. Admin. Sci. Quart. (1990) 35(2):342–369Crossref, Google Scholar
• Lawrence P. R., Lorsch J. W.Organizations and Environment: Managing Differentiation and Integration (1967) (Harvard University Press, Cambridge, MA) Google Scholar
• Leonard-Barton D. Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management J. (1992) 13(5):111–125Crossref, Google Scholar
• Levinthal D. A., Warglien M. Landscape design: Designing for local action in complex worlds. Organ. Sci. (1999) 10(3):342–357Link, Google Scholar
• March J. G., Simon H. A.Organizations (1958) (Wiley Press, New York) Google Scholar
• Markides C. C., Williamson P. J. Corporate diversification and organizational structure: A resource-based view. Acad. Management J. (1996) 39(2):340–367Crossref, Google Scholar
• Mintzberg H. Structure in 5's: A synthesis of the research on organization design. Management Sci. (1980) 26(3):322–341Link, Google Scholar
• Moran P., Ghoshal S. Theories of economic organization: The case for realism and balance. Acad. Management Rev. (1996) 21(1):13–47Crossref, Google Scholar
• Moreland R. L., Argote L., Mannix R. S. P. E. A. Transactive memory in dynamic organizations. Leading and Managing People in Dynamic Organizations (2003) (Erlbaum, Mahwah, NJ) 135–162Google Scholar
• Mowery D. C., Oxley J. E., Silverman B. S. Strategic alliances and interfirm knowledge transfer. Strategic Management J. (1996) 17:77–91Crossref, Google Scholar
• Nadler D. A., Tushman M. L.Competing by Design: The Power of Organizational Architecture (1997) (Oxford University Press, Oxford, UK) Crossref, Google Scholar
• Nadler D. A., Tushman M. L. Competing by design. Executive Excellence (1998) 15(8):12Google Scholar
• Osterloh M., Frey B. S. Motivation, knowledge transfer, and organizational forms. Organ. Sci. (2000) 11(5):538–550Link, Google Scholar
• Pablo A. L. Determinants of acquisition integration level: A decision-making perspective. Acad. Management J. (1994) 37(4):803–836Crossref, Google Scholar
• Paruchuri S., Nerkar A., Hambrick D. C. Acquisition integration and productivity losses in the technical core: Disruption of inventors in aquired companies. Organ. Sci. (2006) 17(5):545–562Link, Google Scholar
• Pavitt K., Robson M., Townsend J. The size distribution of innovating firms in the UK: 1945–1983. J. Indust. Econom. (1987) 35(3):297–316Crossref, Google Scholar
• Pavitt K., Robson M., Townsend J. Technological accumulation, diversification and organisation in UK companies, 1945–1983. Management Sci. (1989) 35(1):81–99Link, Google Scholar
• Perrow C.Complex Organizations: A Critical Essay (1987) (Random House, New York) Google Scholar
• Poppo L., Zenger T. Do formal contracts and relational governance function as substitutes or complements? Strategic Management J. (2002) 23(8):707–725Crossref, Google Scholar
• Postrel S. Islands of shared knowledge: Specialization and mutual understanding in problem-solving teams. Organ. Sci. (2002) 13(3):303–320Link, Google Scholar
• Puranam P., Srikanth K. What they know vs. what they do: How acquirers leverage technology acquisitions. Strategic Management J. (2007) 28(8):805–825Crossref, Google Scholar
• Puranam P., Vanneste B. S. Trust and governance: Untangling a tangled web. Acad. Management Rev. (2009) 34(1):11–31Crossref, Google Scholar
• Puranam P., Singh H., Zollo M. A bird in the hand or two in the bush?: Integration trade-offs in technology-grafting acquisitions. Eur. Management J. (2003) 21(2):179–184Crossref, Google Scholar
• Puranam P., Singh H., Zollo H. Organizing for innovation: Managing the coordination-autonomy dilemma in technology acquisitions. Acad. Management J. (2006) 49(2):263–280Crossref, Google Scholar
• Ranft A. L., Lord M. D. Acquiring new technologies and capabilities: A grounded model of acquisition implementation. Organ. Sci. (2002) 13(4):420–441Link, Google Scholar
• Sanchez R., Mahoney J. T. Modularity, flexibility, and knowledge management in product and organization design. Strategic Management J. (1996) 17(10):63–76Crossref, Google Scholar
• Schelling T.The Strategy of Conflict (1960) (Harvard University Press, Cambridge, MA) Google Scholar
• Schilling M. A., Steensma H. K. Disentangling the theories of firm boundaries: A path model and empirical test. Organ. Sci. (2002) 13(4):387–401Link, Google Scholar
• Schweizer L. Organizational integration of acquired biotechnology companies into pharmaceutical companies: The need for a hybrid approach. Acad. Management J. (2005) 48(6):1051–1074Crossref, Google Scholar
• Scott W. R.Organizations: Rational, Natural and Open Systems (1998) (Prentice Hall, Upper Saddle River, NJ) Google Scholar
• Seth A. Sources of value creation in acquisitions: An empirical investigation. Strategic Management J. (1990) 11:431–446Crossref, Google Scholar
• Simon H. A.Administrative Behaviour (1945) (Macmillan Press, New York) Google Scholar
• Singh H., Montgomery C. A. Corporate acquisition strategies and economic performance. Strategic Management J. (1987) 8(4):377–386Crossref, Google Scholar
• Steensma H. K., Fairbank J. Internalizing external technology: A model of governance mode choice and an empirical assessment. J. High Tech. Management Res. (1999) 10(1):1–35Crossref, Google Scholar
• Teece D. J. Firm organization, industrial structure, and technological innovation. Organ. Sci. (1996) 31(2):193–224Google Scholar
• Thompson J. D.Organizations in Action (1967) (McGraw Hill, New York) Google Scholar
• Tripsas M. Technology, identity, and inertia through the lens of “The Digital Photography Company”. Organ. Sci. (2009) 20(2):441–460Link, Google Scholar
• Tsai W. Knowledge transfer in intraorganizational networks: Effects of network position and absorptive capacity on business unit innovation and performance. Acad. Management J. (2001) 44(5):996–1004Crossref, Google Scholar
• Tushman M. L., Nadler D. A. Information processing as an integrating concept in organizational design. Acad. Management Rev. (1978) 3(3):613–624Crossref, Google Scholar
• Van de Ven A. H., Delbecq A. L. Design variations within organizations. Acad. Management Proc. (1973) 483Crossref, Google Scholar
• Van de Ven A. H., Delbecq A. L. A task contingent model of work-unit structure. Admin. Sci. Quart. (1974) 19(2):183–197Crossref, Google Scholar
• Wageman R. Interdependence and group effectiveness. Admin. Sci. Quart. (1995) 40(1):145–180Crossref, Google Scholar
• Weick K. E., Roberts K. H. Collective mind in organizations: Heedful interrelating on flight decks. Admin. Sci. Quart. (1993) 38(3):357–381Crossref, Google Scholar
• Williamson O. E.The Economic Institutions of Capitalism (1985) (Free Press, New York) Google Scholar
• Winter S. G., Teece D. Knowledge and competence as strategic assets. The Competitive Challenge—Strategies for Industrial Innovation and Renewal (1987) (Ballinger, Cambridge, MA) 159–184Google Scholar
• Zahra S. A., George G. Absorptive capacity: A review, reconceptualization, and extension. Acad. Management Rev. (2002) 27:185–203Crossref, Google Scholar
• Zenger T. R. Explaining organizational diseconomies of scale in R&D: Agency problems and the allocation of engineering talent, ideas, and effort by firm size. Management Sci. (1994) 40(6):708–729Link, Google Scholar
• Zollo M.Knowledge Codification, Process Routinization, and the Creation of Organizational Capabilities: Post-Acquisition Management in the Us Banking Industry (1998) (University of Pennsylvania, Philadelphia) Google Scholar
• Zollo M., Singh H. Deliberate learning in corporate acquisitions: Post-acquisition strategies and integration capability in U.S. bank mergers. Stratgic Management J. (2004) 25(13):1233–1256Crossref, Google Scholar