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Manifestations of Higher-Order Routines: The Underlying Mechanisms of Deliberate Learning in the Context of Postacquisition Integration
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It is argued that experience codification gives rise to inertial forces that hamper the customization of routines to any given acquisition, and that successful acquirers develop higher-order routines that prevent the generalization of inapplicable ('zero-order') codified routines.Abstract:
Building on the codification and dynamic capabilities literatures, we pursue deeper insight into the underlying mechanisms of deliberate learning in the context of postacquisition integration. We argue that experience codification gives rise to inertial forces that hamper the customization of routines to any given acquisition. We theorize, therefore, that successful acquirers develop higher-order routines-as manifested in two complementary sets of concrete organizational practices-that prevent the generalization of inapplicable ('zero-order') codified routines. After drawing on in-depth qualitative data to help build our theoretical argument, we test it formally with unique survey data on 85 active acquirers.read more
Citations
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Learning from complex and heterogeneous experiences: the role of knowledge codification
Loubna Echajari,Catherine Thomas +1 more
TL;DR: In this article, a new understanding of different types of experiences and their effects on learning is proposed, and the codification process using a critical realist paradigm to overcome the epistemological boun...
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Riding on the wave of digitization: insights how and under what settings dynamic capabilities facilitate digital-driven business model change
TL;DR: It is indicated, that firms need strong dynamic capabilities in order to respond to environmental dynamics and this study maps overall 13 critical capabilities and various activities per case and distinguishes between general and new digital capabilities.
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Looking into the ‘black box’- unlocking the effect of integration on acquisition performance
TL;DR: In this paper, a grounded model detailing the mechanisms by which the post-acquisition integration phase affects acquisition performance is developed, and the model posits that integration-related factors do not bear directly upon acquisition performance.
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What, when, and who: Manager involvement in predicting employee resistance to acquisition integration
TL;DR: Applying sensemaking research to acquisition integration, it is found slower task integration may mitigate employee resistance to acquisition Integration, and top management involvement with fast task integration reduces employee resistance following an acquisition.
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Dynamic safety capability How organizations proactively change core safety systems
TL;DR: It is proposed DSC is developed through organizational learning processes of experience, knowledge articulation, and knowledge codification, and the features of DSC are integrated with major theories of safety and approaches to safety management.
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