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Compatibility and unlearning in knowledge transfer in mergers and acquisitions

Author

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  • Yildiz, H. Emre
  • Fey, Carl F.

Abstract

Despite wide recognition of the central role of knowledge and its transfer, extant research has focused much on some important aspects of knowledge transfer and paid little attention to others. We focus on two underexplored issues in the knowledge transfer literature, namely: (a) compatibility of new knowledge with recipients' needs, interpretations of its past experiences and its existing norms, and (b) organizational unlearning, which moderates the relationship between compatibility and extent of successful knowledge transfer. We examine different types and dimensions of knowledge compatibility and organizational unlearning within our proposed knowledge transfer process framework. We situate our discussion primarily within knowledge transfer in cross-border mergers and acquisitions. Based on the proposed model, we also offer propositions future research can test.

Suggested Citation

  • Yildiz, H. Emre & Fey, Carl F., 2010. "Compatibility and unlearning in knowledge transfer in mergers and acquisitions," Scandinavian Journal of Management, Elsevier, vol. 26(4), pages 448-456, December.
    • Handle: RePEc:eee:scaman:v:26:y:2010:i:4:p:448-456
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    Citations

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    Cited by:

    1. Shubham Sharma & Usha Lenka, 2022. "On the shoulders of giants: uncovering key themes of organizational unlearning research in mainstream management journals," Review of Managerial Science, Springer, vol. 16(6), pages 1599-1695, August.
    2. Zhou, Abby Jingzi & Fey, Carl & Yildiz, H. Emre, 2020. "Fostering integration through HRM practices: An empirical examination of absorptive capacity and knowledge transfer in cross-border M&As," Journal of World Business, Elsevier, vol. 55(2).
    3. Dutta, Dev K. & Malhotra, Shavin & Zhu, PengCheng, 2016. "Internationalization process, impact of slack resources, and role of the CEO: The duality of structure and agency in evolution of cross-border acquisition decisions," Journal of World Business, Elsevier, vol. 51(2), pages 212-225.
    4. Yu Gao & Xiuyun Yang & Shuangyan Li, 2022. "Government Supports, Digital Capability, and Organizational Resilience Capacity during COVID-19: The Moderation Role of Organizational Unlearning," Sustainability, MDPI, vol. 14(15), pages 1-19, August.
    5. Klammer, Adrian & Grisold, Thomas & Gueldenberg, Stefan, 2019. "Introducing a ‘stop-doing’ culture: How to free your organization from rigidity," Business Horizons, Elsevier, vol. 62(4), pages 451-458.
    6. Fabac Robert & Schatten Markus & Đuričin Tomislav, 2011. "Social Network Mixing Patterns In Mergers & Acquisitions - A Simulation Experiment," Business Systems Research, Sciendo, vol. 2(1), pages 36-44, January.
    7. Garcia-Perez, Alexeis & Cegarra-Navarro, Juan Gabriel & Sallos, Mark Paul & Martinez-Caro, Eva & Chinnaswamy, Anitha, 2023. "Resilience in healthcare systems: Cyber security and digital transformation," Technovation, Elsevier, vol. 121(C).
    8. Ziyi Zhao & Yulu Yan, 2023. "The Role of Organizational Unlearning in Manufacturing Firms’ Sustainable Digital Innovation: The Mechanism of Strategic Flexibility and Organizational Slack," Sustainability, MDPI, vol. 15(13), pages 1-23, June.

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