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Acquisitions as Corporate Entrepreneurship

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSN › Chapter

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Acquisitions as Corporate Entrepreneurship. / King, David R.; Schriber, Svante ; Bauer, Florian et al.
Advances in Mergers and Acquisitions. Vol. 17 Emerald, 2018. p. 119-144 (Advances in Mergers and Acquisitions; Vol. 17).

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSN › Chapter

Harvard

King, DR, Schriber, S, Bauer, F & Amiri, S 2018, Acquisitions as Corporate Entrepreneurship. in Advances in Mergers and Acquisitions. vol. 17, Advances in Mergers and Acquisitions, vol. 17, Emerald, pp. 119-144. https://doi.org/10.1108/S1479-361X20180000017006

APA

King, D. R., Schriber, S., Bauer, F., & Amiri, S. (2018). Acquisitions as Corporate Entrepreneurship. In Advances in Mergers and Acquisitions (Vol. 17, pp. 119-144). (Advances in Mergers and Acquisitions; Vol. 17). Emerald. https://doi.org/10.1108/S1479-361X20180000017006

Vancouver

King DR, Schriber S, Bauer F, Amiri S. Acquisitions as Corporate Entrepreneurship. In Advances in Mergers and Acquisitions. Vol. 17. Emerald. 2018. p. 119-144. (Advances in Mergers and Acquisitions). doi: 10.1108/S1479-361X20180000017006

Author

King, David R. ; Schriber, Svante ; Bauer, Florian et al. / Acquisitions as Corporate Entrepreneurship. Advances in Mergers and Acquisitions. Vol. 17 Emerald, 2018. pp. 119-144 (Advances in Mergers and Acquisitions).

Bibtex

@inbook{d7f4664eee714e58803bb48464d0061e,
title = "Acquisitions as Corporate Entrepreneurship",
abstract = "Increasing chances of firm survival requires enduring entrepreneurship or the ability to balance competing demands for exploration and exploitation. We developed how acquisitions can provide needed disruption to change a firm's dominant orientation toward exploration or exploitation or enable a continued focus on a firm's dominant orientation. The result is a new typology for acquisition integration associated with different pre-and post-acquisition characteristics. For example, a firm with an exploitation orientation faces different integration challenges in acquiring targets with an exploration or exploitation orientation. We also distinguished between human and task integration to enable more nuanced integration decisions that help to reconcile conflicting findings on acquisition integration decisions. Implications for management research and practice were discussed.",
keywords = "Acquisitions, corporate entrepreneurship, exploitation, exploration, strategic fit and adaptation",
author = "King, {David R.} and Svante Schriber and Florian Bauer and Sina Amiri",
year = "2018",
month = jun,
day = "15",
doi = "10.1108/S1479-361X20180000017006",
language = "English",
isbn = "9781787561366",
volume = "17",
series = "Advances in Mergers and Acquisitions",
publisher = "Emerald",
pages = "119--144",
booktitle = "Advances in Mergers and Acquisitions",

}

RIS

TY - CHAP

T1 - Acquisitions as Corporate Entrepreneurship

AU - King, David R.

AU - Schriber, Svante

AU - Bauer, Florian

AU - Amiri, Sina

PY - 2018/6/15

Y1 - 2018/6/15

N2 - Increasing chances of firm survival requires enduring entrepreneurship or the ability to balance competing demands for exploration and exploitation. We developed how acquisitions can provide needed disruption to change a firm's dominant orientation toward exploration or exploitation or enable a continued focus on a firm's dominant orientation. The result is a new typology for acquisition integration associated with different pre-and post-acquisition characteristics. For example, a firm with an exploitation orientation faces different integration challenges in acquiring targets with an exploration or exploitation orientation. We also distinguished between human and task integration to enable more nuanced integration decisions that help to reconcile conflicting findings on acquisition integration decisions. Implications for management research and practice were discussed.

AB - Increasing chances of firm survival requires enduring entrepreneurship or the ability to balance competing demands for exploration and exploitation. We developed how acquisitions can provide needed disruption to change a firm's dominant orientation toward exploration or exploitation or enable a continued focus on a firm's dominant orientation. The result is a new typology for acquisition integration associated with different pre-and post-acquisition characteristics. For example, a firm with an exploitation orientation faces different integration challenges in acquiring targets with an exploration or exploitation orientation. We also distinguished between human and task integration to enable more nuanced integration decisions that help to reconcile conflicting findings on acquisition integration decisions. Implications for management research and practice were discussed.

KW - Acquisitions

KW - corporate entrepreneurship

KW - exploitation

KW - exploration

KW - strategic fit and adaptation

U2 - 10.1108/S1479-361X20180000017006

DO - 10.1108/S1479-361X20180000017006

M3 - Chapter

SN - 9781787561366

VL - 17

T3 - Advances in Mergers and Acquisitions

SP - 119

EP - 144

BT - Advances in Mergers and Acquisitions

PB - Emerald

ER -