Rights statement: The final, definitive version of this article has been published in the Journal, Group & Organization Management, 42, (2), 2017, © SAGE Publications Ltd, 2017 by SAGE Publications Ltd at the Group & Organization Management page: http://journals.sagepub.com/home/GOM on SAGE Journals Online: http://journals.sagepub.com/
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Final published version
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Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
}
TY - JOUR
T1 - Triggering Innovation Through Mergers and Acquisitions
T2 - The Role of Shared Mental Models.
AU - Dao, Mai Anh
AU - Strobl, Andreas
AU - Bauer, Florian
AU - Tarba, Shlomo Y
N1 - The final, definitive version of this article has been published in the Journal, Group & Organization Management, 42, (2), 2017, © SAGE Publications Ltd, 2017 by SAGE Publications Ltd at the Group & Organization Management page: http://journals.sagepub.com/home/GOM on SAGE Journals Online: http://journals.sagepub.com/
PY - 2017/4/1
Y1 - 2017/4/1
N2 - In this article, we analyze how shared team and task mental models, developed prior to an acquisition, affect exploration and exploitation activities in the postacquisition phase, and how these effects are dependent on relative size. With a sample of 101 transactions of acquirers from the German-speaking part of Europe, we provide empirical evidence that both shared team and task mental models positively influence exploitation activities following an acquisition, whereby only shared team mental models (TMMs) are beneficial for exploration. We provide empirical evidence that shared mental models in terms of task and team are an important informal source for enhancing exploration and exploitation innovation activities. However, this source of informal coordination is contextual. Although the relationships on exploitation are stable, the beneficial effect of TMMs on exploration is sensitive and devitalized by an increasing relative size. Implications for further research and management practice are given. [ABSTRACT FROM AUTHOR]
AB - In this article, we analyze how shared team and task mental models, developed prior to an acquisition, affect exploration and exploitation activities in the postacquisition phase, and how these effects are dependent on relative size. With a sample of 101 transactions of acquirers from the German-speaking part of Europe, we provide empirical evidence that both shared team and task mental models positively influence exploitation activities following an acquisition, whereby only shared team mental models (TMMs) are beneficial for exploration. We provide empirical evidence that shared mental models in terms of task and team are an important informal source for enhancing exploration and exploitation innovation activities. However, this source of informal coordination is contextual. Although the relationships on exploitation are stable, the beneficial effect of TMMs on exploration is sensitive and devitalized by an increasing relative size. Implications for further research and management practice are given. [ABSTRACT FROM AUTHOR]
KW - Ambidexterity
KW - Competitive advantage
KW - Consolidation & merger of corporations
KW - Organizational learning
KW - Technological innovations
KW - exploration and exploitation
KW - innovation
KW - mental models
KW - mergers and acquisitions
KW - relative standing
U2 - 10.1177/1059601117696573
DO - 10.1177/1059601117696573
M3 - Journal article
VL - 42
SP - 195
EP - 236
JO - Group and Organization Management
JF - Group and Organization Management
SN - 1059-6011
IS - 2
ER -