Alliances, Mergers and Networks

By employing a meta-analytic technique to empirically assess the impact of the most commonly researched antecedent variables on post-acquisition performance, King et al look at unidentified variables and their effect upon post-acquisition...

The RBV focuses its attention almost exclusively on resources and capabilities internal to the firm. Recently, scholars have drawn on network literature to highlight the importance of external resources available to the firm through its networks...

The past several decades have witnessed enormous growth in alliance activity (Das and Kumar, 2010), and strategic alliances apparently have established themselves as cornerstones for the competitive strategy of many firms, enabling those firms to...

In this paper we argue that market boundaries are socially constructed around a collective cognitive model that summarizes typical organizational forms within an industry. This model is produced when firms observe each other’s actions and define...

The goal of the current study is to cumulate the findings of published research on postacquisition performance and to identify promising directions for further M&A research.

The focus on network research has shifted from the structures, functions, and dynamics of networks to the management of networks. The broadness of the context in which networks have been studied is matched by the variety of background disciplines...

During the past two decades, alliances have become an increasingly popular strategy organizations use to complement and supplement their internal activities. However, the failure rates are high and therefore the research has two different...

Transaction cost economics (TCE) is one of the leading perspectives in management and organizational studies, yet debate continues regarding its empirical support. In this paper, we take stock of the large body of extant research and provide...

The objective = to offer some reflections on the state of research in the alliance field and to comment on the Hennart and Zeng, and Salk papers, which are part of this issue...

Many mergers fail. Though there are numerous explanations for failure, the seven determinants of merger success have been identified as strategic vision, strategic fit, deal structure, due diligence, pre-merger planning, post-merger integration,...