Understanding Acquisition Performance: The Role of Transfer Effects
Drawing on work from transfer theory at the individual unit of analysis, this study examines positive and negative transfer effects in organization acquisitions. Data from 43 organizations reveal that, consistent with theories on positive transfer of industry knowledge, similar acquisitions are positively related to acquisition performance. In addition, hypotheses on the negative transfer effects of past acquisition knowledge are borne out: relative to first acquisitions, second acquisitions are found to be negatively associated with acquisition performance. These findings indicate that the application of transfer theory to strategic issues at the organization unit of analysis may provide new insights.
To our knowledge, this item is not available for
download. To find whether it is available, there are three
1. Check below under "Related research" whether another version of this item is available online.
2. Check on the provider's web page whether it is in fact available.
3. Perform a search for a similarly titled item that would be available.
|Date of creation:||1996|
|Date of revision:|
|Contact details of provider:|| Postal: The A. Gary Anderson Graduate School of Management. University of California, Riverside. Riverside CA 92521|
Web page: http://www.agsm.ucr.edu/
More information through EDIRC
When requesting a correction, please mention this item's handle: RePEc:fth:caland:96-19. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Thomas Krichel)
If references are entirely missing, you can add them using this form.