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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, 139, 2022 DOI: 10.1016/j.jbusres.2021.09.043

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    Embargo ends: 30/03/23

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Contextualizing Deliberate Learning from Acquisitions: The Role of Organizational and Target Contexts

Research output: Contribution to journalJournal articlepeer-review

E-pub ahead of print
<mark>Journal publication date</mark>28/02/2022
<mark>Journal</mark>Journal of Business Research
Volume139
Number of pages14
Pages (from-to)194-207
Publication StatusE-pub ahead of print
Early online date30/09/21
<mark>Original language</mark>English

Abstract

Organizational and target contexts are antecedents of deliberate learning from mergers and acquisitions. We consider strategic orientations (market vs. entrepreneurial orientation) of firms as important organizational contexts driving knowledge codification behavior. Further, we argue that the similarity of target context (“in the market” vs. “out of the market”) is an important contingency factor in this relationship. The hypotheses of this study are tested using survey data from 115 acquirers in manufacturing industries from Austria, Germany, and Switzerland. The results provide insights into organizational learning mechanisms from previous acquisition activities. Entrepreneurial and market-oriented firms differ concerning their codification behavior. Market-oriented firms generally engage more in knowledge codification. Further, although market-oriented acquirers focus on knowledge codification from similar contexts (“in the market” targets), entrepreneurial-oriented acquirers focus on knowledge codification from heterogeneous contexts (“out of the market” targets). The results are discussed in-depth and theoretical and managerial implications are derived.

Bibliographic note

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, 139, 2022 DOI: 10.1016/j.jbusres.2021.09.043