Rights statement: This is the peer reviewed version of the following article: Schriber, S., King, D.R. and Bauer, F. (2022), Retaliation Effectiveness and Acquisition Performance: The Influence of Managerial Decisions and Industry Context. Brit J Manage, doi: 10.1111/1467-8551.12480 which has been published in final form at https://onlinelibrary.wiley.com/doi/10.1111/1467-8551.12480. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for self-archiving.
Accepted author manuscript, 386 KB, PDF document
Available under license: CC BY-NC: Creative Commons Attribution-NonCommercial 4.0 International License
Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
}
TY - JOUR
T1 - Retaliation effectiveness and acquisition performance
T2 - the influence of managerial decisions and industry context
AU - Schriber, Svante
AU - King, David
AU - Bauer, Florian
N1 - This is the peer reviewed version of the following article: Schriber, S., King, D.R. and Bauer, F. (2022), Retaliation Effectiveness and Acquisition Performance: The Influence of Managerial Decisions and Industry Context. Brit J Manage, doi: 10.1111/1467-8551.12480 which has been published in final form at https://onlinelibrary.wiley.com/doi/10.1111/1467-8551.12480. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for self-archiving.
PY - 2022/4/30
Y1 - 2022/4/30
N2 - Despite extensive interest in how acquisitions can increase firm competitiveness, research has given competitive retaliation to acquisitions limited attention. Consistent with process research on managerial decisions during acquisitions, we simultaneously consider the effects of retaliation and internal integration decisions on retaliation effectiveness and acquisition performance. From an international survey in Europe, we demonstrate how managerial integration decisions and the external environment influence retaliation effectiveness to acquisitions and their performance. Specifically, longer integration duration and an open M&A strategy are associated with increased retaliation effectiveness. Meanwhile, a high-level of industry M&A activity lowers it. We also confirm that increased retaliation effectiveness is associated with lower acquisition performance. These findings help balance an internal focus in acquisition research, and they clarify the performance implications of acquirer choices that may lead to competitive retaliation effectiveness, as predicted by competitive dynamics research.
AB - Despite extensive interest in how acquisitions can increase firm competitiveness, research has given competitive retaliation to acquisitions limited attention. Consistent with process research on managerial decisions during acquisitions, we simultaneously consider the effects of retaliation and internal integration decisions on retaliation effectiveness and acquisition performance. From an international survey in Europe, we demonstrate how managerial integration decisions and the external environment influence retaliation effectiveness to acquisitions and their performance. Specifically, longer integration duration and an open M&A strategy are associated with increased retaliation effectiveness. Meanwhile, a high-level of industry M&A activity lowers it. We also confirm that increased retaliation effectiveness is associated with lower acquisition performance. These findings help balance an internal focus in acquisition research, and they clarify the performance implications of acquirer choices that may lead to competitive retaliation effectiveness, as predicted by competitive dynamics research.
U2 - 10.1111/1467-8551.12480
DO - 10.1111/1467-8551.12480
M3 - Journal article
VL - 33
JO - British Journal of Management
JF - British Journal of Management
SN - 1045-3172
IS - 2
ER -