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    Rights statement: This is the author’s version of a work that was accepted for publication in Journal of Business Research. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Business Research, 68, 6, 2015 DOI: 10.1016/j.jbusres.2014.12.007

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Why good things don’t happen: the micro-foundations of routines in the M&A process

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Why good things don’t happen : the micro-foundations of routines in the M&A process. / Angwin, Duncan; Paroutis, Sotirios; Connell, Richard.

In: Journal of Business Research, Vol. 68, No. 6, 06.2015, p. 1367-1381.

Research output: Contribution to journalJournal articlepeer-review

Harvard

Angwin, D, Paroutis, S & Connell, R 2015, 'Why good things don’t happen: the micro-foundations of routines in the M&A process', Journal of Business Research, vol. 68, no. 6, pp. 1367-1381. https://doi.org/10.1016/j.jbusres.2014.12.007

APA

Vancouver

Author

Angwin, Duncan ; Paroutis, Sotirios ; Connell, Richard. / Why good things don’t happen : the micro-foundations of routines in the M&A process. In: Journal of Business Research. 2015 ; Vol. 68, No. 6. pp. 1367-1381.

Bibtex

@article{264a49aaf60a4bc3b734885ac3dc488f,
title = "Why good things don{\textquoteright}t happen: the micro-foundations of routines in the M&A process",
abstract = "Why do organizations reject favorable opportunities - why don't good things happen? To address this question, we examine companies that fail to proceed with major opportunities for strategic renewal. By focusing upon routines in 28 cases of reverse mergers and acquisitions decisions across three continents, the research uncovers the centrality of a hitherto overlooked process, the authorization routine. The characteristics of this routine, and its nested nature, are shown to be critical to whether favorable opportunities are progressed. These findings contribute to the mergers and acquisition literature by extending prior process models and to the routines literature by showing how links and interactions between different layers of routines, and the nature of the routine enactment itself, are important in affecting strategic outcomes.",
keywords = "Mergers and Acquisitions, Micro foundations, routines, reverse M&A decsisions",
author = "Duncan Angwin and Sotirios Paroutis and Richard Connell",
note = "Date of Acceptance: 16/12/2014 18 month embargo This is the author{\textquoteright}s version of a work that was accepted for publication in Journal of Business Research. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Business Research, 68, 6, 2015 DOI: 10.1016/j.jbusres.2014.12.007 ",
year = "2015",
month = jun,
doi = "10.1016/j.jbusres.2014.12.007",
language = "English",
volume = "68",
pages = "1367--1381",
journal = "Journal of Business Research",
issn = "0148-2963",
publisher = "Elsevier Inc.",
number = "6",

}

RIS

TY - JOUR

T1 - Why good things don’t happen

T2 - the micro-foundations of routines in the M&A process

AU - Angwin, Duncan

AU - Paroutis, Sotirios

AU - Connell, Richard

N1 - Date of Acceptance: 16/12/2014 18 month embargo This is the author’s version of a work that was accepted for publication in Journal of Business Research. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Business Research, 68, 6, 2015 DOI: 10.1016/j.jbusres.2014.12.007

PY - 2015/6

Y1 - 2015/6

N2 - Why do organizations reject favorable opportunities - why don't good things happen? To address this question, we examine companies that fail to proceed with major opportunities for strategic renewal. By focusing upon routines in 28 cases of reverse mergers and acquisitions decisions across three continents, the research uncovers the centrality of a hitherto overlooked process, the authorization routine. The characteristics of this routine, and its nested nature, are shown to be critical to whether favorable opportunities are progressed. These findings contribute to the mergers and acquisition literature by extending prior process models and to the routines literature by showing how links and interactions between different layers of routines, and the nature of the routine enactment itself, are important in affecting strategic outcomes.

AB - Why do organizations reject favorable opportunities - why don't good things happen? To address this question, we examine companies that fail to proceed with major opportunities for strategic renewal. By focusing upon routines in 28 cases of reverse mergers and acquisitions decisions across three continents, the research uncovers the centrality of a hitherto overlooked process, the authorization routine. The characteristics of this routine, and its nested nature, are shown to be critical to whether favorable opportunities are progressed. These findings contribute to the mergers and acquisition literature by extending prior process models and to the routines literature by showing how links and interactions between different layers of routines, and the nature of the routine enactment itself, are important in affecting strategic outcomes.

KW - Mergers and Acquisitions

KW - Micro foundations

KW - routines

KW - reverse M&A decsisions

U2 - 10.1016/j.jbusres.2014.12.007

DO - 10.1016/j.jbusres.2014.12.007

M3 - Journal article

VL - 68

SP - 1367

EP - 1381

JO - Journal of Business Research

JF - Journal of Business Research

SN - 0148-2963

IS - 6

ER -