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Integration and Reorganisation of Industrial R&D: Deficits and Perspectives of Empirical Research

  • Grimpe, Christoph

The combination of research and development units following a merger or an acquisition usually requires a broad and widespread integration project to ensure that a company?s innovative capabilities are carried forward into the future. Previous research has shown, however, that the combined companies tend to produce fewer innovations after the transaction than before. Based on a set of theoretical hypotheses, nine empirical studies are analysed with respect to their contribution to the research problem. The review shows substantial shortcomings in content and methodology which do not allow the hypotheses to be evaluated adequately.

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Paper provided by ZEW - Zentrum für Europäische Wirtschaftsforschung / Center for European Economic Research in its series ZEW Discussion Papers with number 05-88.

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Date of creation: 2005
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Handle: RePEc:zbw:zewdip:4571
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  1. Bronwyn H. Hall., 1989. "The Impact of Corporate Restructuring on Industrial Research and Development," Economics Working Papers 89-129, University of California at Berkeley.
  2. Bronwyn H. Hall, 1988. "The Effect of Takeover Activity on Corporate Research and Development," NBER Chapters, in: Corporate Takeovers: Causes and Consequences, pages 69-100 National Bureau of Economic Research, Inc.
  3. John Hagedoorn, 2002. "External Sources of Innovative Capabilities: The Preferences for Strategic Alliances or Mergers and Acquisitions," Journal of Management Studies, Wiley Blackwell, vol. 39(2), pages 167-188, 03.
  4. Klaus E. Meyer & Enese Lieb-Dóczy, 2003. "Post-Acquisition Restructuring as Evolutionary Process," Journal of Management Studies, Wiley Blackwell, vol. 40(2), pages 459-482, 03.
  5. Piero Morosini & Scott Shane & Harbir Singh, 1998. "National Cultural Distance and Cross-Border Acquisition Performance," Journal of International Business Studies, Palgrave Macmillan, vol. 29(1), pages 137-158, March.
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