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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
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The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)
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Microfoundations of routines and capabilities: individuals, processes, and structure
TL;DR: In this paper, the authors identify three primary components underlying routines and capabilities: individuals, social processes, and structure, and discuss how these components, and their interactions, may affect routine and capability.
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Quo Vadis, Dynamic Capabilities? A Content-Analytic Review of the Current State of Knowledge and Recommendations for Future Research
TL;DR: This article develops a meta-framework that specifies antecedents, dimensions, mechanisms, moderators, and outcomes of dynamic capabilities identified in the literature to date and proposes a forward-looking research agenda that outlines directions for future research.
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Building firm capabilities through learning: the role of the alliance learning process in alliance capability and firm-level alliance success
TL;DR: In this paper, the authors conceptualized codification in the alliance learning process in a similar manner, which involves creating and using knowledge objects or resources such as alliance guidelines, checklists, or manuals to assist action or decision making in future alliance situations.
References
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Building firm capabilities through learning: the role of the alliance learning process in alliance capability and firm-level alliance success
Prashant Kale,Harbir Singh +1 more
TL;DR: It is shown that an alliance learning process that involves articulation, codification, sharing, and internalization of alliance management know-how is positively related to a firm's overall alliance success, and that process partly mediates the relationship between the alliance function and alliance success observed in prior work.
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Internal differentiation within multinational corporations
Sumantra Ghoshal,Nitin Nohria +1 more
TL;DR: It is shown that the different contextual conditions faced by the different subsidiaries of the MNC can be meaningfully classified into four generic situations, which are described as hierarchical, federative, clan and integrative.
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Strategic decision speed and firm performance
J. Robert Baum,Stefan Wally +1 more
TL;DR: This article examined the effect of strategic decision speed on subsequent firm performance and identified environmental and organizational characteristics that relate to decision speed and concluded that fast strategic decision-making predicts subsequent firm growth and profit.
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Organizational fit and acquisition performance: Effects of post-acquisition integration
TL;DR: The findings indicate that differences in top management styles have a negative impact on performance in acquisitions characterized by both high and low levels of post-acquisition integration, but no such relationship was observed between differences in the reward and evaluation systems and post- Acquisitions performance in either the high or low integration subgroups.
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The Architecture of Simplicity
TL;DR: It is argued that over time the world views, goals, strategies, cultures, and processes of successful organizations will become more pure or “simple”: They will come to focus more narrowly on a single theme, activity, or issue at the expense of all others.