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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)
Paul DiMaggio,Walter W. Powell +1 more
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
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Patterns of Industrial Bureaucracy.
TL;DR: In this article, an investigation of singel factory seen in the light of Max Weber's theory of bureacracy is described, and a partial report, to be followed by another, is given.
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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.
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Tent Poles, Tribalism, and Boundary Spanning: The Rigor-Relevance Debate in Management Research
TL;DR: The authors examine the gap that exists between business scholars who are concerned with producing work that is rigorous and scholars that are more concerned with making use of relevant information to make decisions that are relevant.
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Organizational integration of acquired biotechnology companies into pharmaceutical companies: the need for a hybrid approach
TL;DR: This analysis of the postacquisition integration of biotechnology companies by pharmaceutical companies addresses new issues in the pharmaceutical and biotechnology industries and includes five in-...
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Construct measurement in strategic management research: illusion or reality?
TL;DR: This work document the state of the art of measurement in strategic management research, and discusses the implications for interpreting the results of research in this field.
Posted Content
Mergers and Acquisitions: A Guide to Creating Value for Stakeholders
TL;DR: Mergers and Acquisitions: A Guide to Creating Value explains how to conduct an acquisition and how to avoid pitfalls that have doomed many such ventures, including potential hazards found in M&A's as mentioned in this paper.