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Knowledge Transfer in International Acquisitions

Published on Sep 1, 1999in Journal of International Business Studies7.72
· DOI :10.1057/palgrave.jibs.8490078
Henrik Bresman10
Estimated H-index: 10
(HHS: Stockholm School of Economics),
Julian Birkinshaw52
Estimated H-index: 52
(LBS: London Business School),
Robert Nobel9
Estimated H-index: 9
(HHS: Stockholm School of Economics)
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Abstract
This paper reports on a multimethod study of knowledge transfer in international acquisitions. Using questionnaire data we show that the transfer of technological know-how is facilitated by communication, visits & meetings, and by time elapsed since acquisition, while the transfer of patents is associated with the articulability of the knowledge, the size of the acquired unit, and the recency of the acquisition. Using case study data, we show that the immediate post-acquisition period is characterized by imposed one-way transfers of knowledge from the acquirer to the acquired, but over time this gives way to high-quality reciprocal knowledge transfer.
  • References (66)
  • Citations (781)
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References66
Newest
Published on Sep 1, 1997
Emile Durkheim49
Estimated H-index: 49
Originally published in 1893 and never out of print, Emile Durkheim's groundbreaking work remains one of the cornerstone texts of the sociological canon--now updated and re-translated in this new edition.As the Industrial Revolution was changing the landscape of society, Durkheim presented a new vision of the social structures at the root of capitalism, and the issues he grappled with still resound today. If pre-industrial societies were held together by common values, sentiments, and norms, equ...
Published on Dec 11, 2008
Ikuyanonaka87
Estimated H-index: 87
Japanese companies, masters of manufacturing, have also been leaders in the creation, management, and use of knowledge-especially the tacit and often subjective insights, intuitions, and ideas of employees.
Published on Jul 5, 2007in Strategic Management Journal5.57
Yves L. Doz28
Estimated H-index: 28
(Ad: INSEAD)
We examine how the learning, along several dimensions (environment, task, process, skills, goals), that takes place in strategic alliances between firms mediates between the initial conditions and the outcomes of these alliances. Through a longitudinal case study of two projects in one alliance, replicated and extended in another four projects in two alliances, a framework was developed to analyze the evolution of cooperation in strategic alliances. Successful alliance projects were highly evolu...
Published on Jun 14, 2007in Strategic Management Journal5.57
Gunnar Hedlund9
Estimated H-index: 9
(HHS: Stockholm School of Economics)
A model of knowledge management is developed. It builds on the interplay between articulated and tacit knowledge at four different levels: the individual, the small group, the organization, and the interorganizational domain. The model is applied on differences between Western and Japanese patterns of knowledge management. These are related to organizational characteristics, such as employment systems, career patterns, and organization structure. Effective knowledge management is argued to requi...
Published on Sep 1, 1999
W. Brian Arthur31
Estimated H-index: 31
Published on May 1, 1998in Strategic Management Journal5.57
Robert Nobel9
Estimated H-index: 9
(HHS: Stockholm School of Economics),
Julian Birkinshaw52
Estimated H-index: 52
(HHS: Stockholm School of Economics)
This paper addresses issues of global innovation in multinational corporations by examining the patterns of communication and control in international RD (2) local and international adaptors both focus their communication on their internal corporate network; and (3) international creators have strong internally and externally oriented networks of relationships. The implications for the management of global innovation are discussed. © 1998 John Wiley & Sons, Ltd.
Published on Mar 1, 1998in Organization Science3.26
Africa Ariño19
Estimated H-index: 19
,
José de la Torre11
Estimated H-index: 11
This paper reports on a longitudinal case study of the interaction between two partners to a failed international joint venture. We develop a model of the collaboration process in partnership and alliances based on earlier work by Ring and Van de Ven (1994) and by Doz (1996). We employ a series of events that occurred in the course of the relationship as the unit of analysis in order to trace the interactions between the partners, and to explicate the impact that external shocks have on their pe...
Published on Dec 1, 1996in Strategic Management Journal5.57
Gabriel Szulanski20
Estimated H-index: 20
(UPenn: University of Pennsylvania)
The ability to transfer best practices internally is critical to a firtn's ability to build competitive advantage through the appropriation of rents from scarce internal knowledge. Just as a firm's distinctive competencies tnight be dificult for other firms to imitate, its best prczctices could be dfficult to imitate internnlly. Yet, little systematic attention has been pcrid to such internal stickiness. The author analyzes itlterrzal stickiness of knowledge transfer crnd tests the resulting mod...
Published on Dec 1, 1996in Strategic Management Journal5.57
David C. Mowery48
Estimated H-index: 48
(CIFAR: Canadian Institute for Advanced Research),
Joanne E. Oxley17
Estimated H-index: 17
(UM: University of Michigan),
Brian S. Silverman21
Estimated H-index: 21
(U of T: University of Toronto)
This paper examines interfirm knowledge transfers within strategic alliances. Using a new measure of changes in alliance partners' technological capabilities, based on the citation patterns of their patent portfolios, we analyze changes in the extent to which partner firms' technological resources ‘overlap’ as a result of alliance participation. This measure allows us to test hypotheses from the literature on interfirm knowledge transfer in alliances, with interesting results: we find support fo...
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Published on Nov 11, 2017in Production Planning & Control3.34
Tomás Seosamh Harrington6
Estimated H-index: 6
,
Jagjit Singh Srai12
Estimated H-index: 12
,
Mukesh Kumar7
Estimated H-index: 7
AbstractWhile ‘knowledge mobility’ presents significantly different challenges for SMEs and MNCs, it is strongly influenced by two common factors: the type of knowledge to be integrated and the configuration of the operations network. Here, SMEs and MNCs are required to make critical decisions about ‘levels’ of collaboration and knowledge sharing with network partners. A Knowledge Mobility Configuration (KMC) framework was developed, tested and refined using five case studies indicative of a gro...
Published on Sep 1, 2019in Technological Forecasting and Social Change3.81
Michael Christofi3
Estimated H-index: 3
(University of Nicosia),
Demetris Vrontis24
Estimated H-index: 24
(University of Nicosia)
+ 1 AuthorsS. M. Riad Shams2
Estimated H-index: 2
(UrFU: Ural Federal University)
Abstract Over the past 30 plus years, the development of technological innovation through cross-border mergers and acquisitions (M&As) has captured an increasing amount of attention in business research and practice. The emerging literature on the topic addresses a significant phenomenon, however, it lacks theoretical underpinning and a cumulative empirical inquiry, from a micro-foundational perspective. Hence, a systematic and integrative research effort seems justified. Accordingly, we systema...
Published on Sep 1, 2019in Social Networks2.95
Nicola Mirc3
Estimated H-index: 3
(University of Toulouse),
Andrew Parker16
Estimated H-index: 16
(University of Exeter)
Abstract In this study we develop a model to explain the dynamics of advice seeking after an acquisition. We build on a theory of advice seeking that draws from prospect theory and expectancy theory. We theorize that immediately after an acquisition there is uncertainty about who knows what, but over time individuals become more aware of the expertise within the organization and they change their advice networks based upon this increased awareness. Our model examines four micro-processes of advi...
Published on 2019in Global Strategy Journal2.73
Thomas L.P.R. Peeters (Tinbergen Institute), Brian M. Mills7
Estimated H-index: 7
(UF: University of Florida)
+ 1 AuthorsHojun Sung2
Estimated H-index: 2
(Incheon National University)
Published on Apr 1, 2019in International Business Review3.64
Lauri Haapanen1
Estimated H-index: 1
(University of Oulu),
Pia Hurmelinna-Laukkanen19
Estimated H-index: 19
(University of Oulu)
+ 1 AuthorsPertti Paakkolanvaara1
Estimated H-index: 1
(University of Oulu)
Abstract In mergers and acquisitions, the acquiring firm must combine two firms’ resources and capabilities so that the outcome yields value. In individual firms, the marketing & sales, and R&D functions have typically developed intertwined and complex relationships over time. These multifaceted dependencies may obscure the integration of the firms and their functions. In order to reveal to what extent cross-functional relationships determine the success or failure of an acquisitions, we have ma...
Published on Mar 1, 2019in Long Range Planning3.36
Yang Yu3
Estimated H-index: 3
(Victoria University of Wellington),
Yulong Liu2
Estimated H-index: 2
(Massey University),
Tao Bai1
Estimated H-index: 1
(Xi'an Jiaotong-Liverpool University)
Abstract Prior research has not explored fully the effect of headquarters (HQ) attention on subsidiary behavior. We address the gap via a social psychological lens, proposing that subsidiaries with more HQ attention often deal with higher performance expectation in terms of contributing towards the MNC, and thus, they tend to have a greater participation in the activities that can demonstrate such contribution. We test the idea in the context of MNC knowledge flows, hypothesizing a positive corr...
Published on Jun 1, 2019in Industrial and Corporate Change1.82
Katarina Blomkvist7
Estimated H-index: 7
(Uppsala University),
Philip Kappen8
Estimated H-index: 8
(Uppsala University),
Ivo Zander8
Estimated H-index: 8
(Uppsala University)
Published on Apr 30, 2019in Management International Review2.69
Mia Hsiao-Wen Ho2
Estimated H-index: 2
,
Pervez N. Ghauri40
Estimated H-index: 40
,
Mario Kafouros21
Estimated H-index: 21
Although prior research has emphasized the importance of international strategic alliances, we have incomplete understanding of how and why some firms succeed in acquiring knowledge from foreign partners, but others fail. We advance understanding of this important issue by examining (1) two key antecedents of knowledge ambiguity (the perceived difficulty of understanding the causal effects of partner’s knowledge and the use of such knowledge) and (2) by identifying how firms can partly overcome ...
Published on May 20, 2019in Sustainability2.59
This study investigates the relationship between a firm’s intellectual property (measured by patents) and its future business performance and information environments by focusing on financial analysts’ forecasting behavior. The results show that patent citations have more influence on future profitability than patent counts and financial analysts pay more attention to firms with patent citations by showing higher followings for those firms. However, the findings also suggest that analyst forecas...
Deusdedit Rwehumbiza1
Estimated H-index: 1
(UDSM: University of Dar es Salaam),
Marin Alexandrov Marinov11
Estimated H-index: 11
(AAU: Aalborg University)
This paper is an empirical investigation of the major drivers of entrepreneurial orientation (EO) of export manufacturers from emerging economies. The paper asserts that there is scarcity of empirical research on EO in the contexts with weak institutions, as those in emerging economies. This research carries clear policy and practical implications regarding the factors supporting or constraining the development of EO. Drawing on the resource-based view and institutional theory, this study applie...
View next paperStrategic alliances and interfirm knowledge transfer