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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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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.
Journal ArticleDOI
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.
References
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Journal ArticleDOI
When Firms Learn from Prior Acquisition Experience
Kalin D. Kolev,Jerayr Haleblian +1 more
TL;DR: In this article, the authors highlight specific practices that facilitate and impede learning from acquisitions and draw implications for managers, including expanding time between acquisitions, implementing strong governance mechanisms and top management team diversity, using similar-context experience, avoiding herding behavior in acquisitions, and minimizing blind reliance on financial advisors to effectively transfer prior acquisition experience into acquisition success.
The End of Bureaucracy & the Rise of the Intelligent Organization. First Edition.
Abstract: Part 1 The end of bureaucracy: organizations that engage everyone's intelligence the rise and fall of bureaucracy clues to bureaucracy's successor the seven essentials of organizational intelligence. Part 2 Creating freedom of choice in organizations: widespread truth and rights freedom of enterprise inside organizations rights and institutions for establishing an internal free market corporate financial systems for free intraprise outsourcing and insourcing liberated teams. Part 3 Ensuring responsibility for the whole: community in the workplace equality and diversity voluntary learning networks democratic self-rule limited corporate government the triumph of freedom and community appendices - a free intraprise manifesto, bill of rights for freedom and community in organizations.
Three Essays on Dynamic Capabilities in the Context of Innovation, Networks and Entrepreneurship
TL;DR: The Structure of this Dissertation as mentioned in this paper is based on three essays in the Dissertation and three essays are written by the same authors in the same year: 1.1. Introduction of Methodology. 2.2.
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Navigating challenging contexts: Costs and benefits of codified acquisition experience
TL;DR: Using survey data, the effects of applying codified experience for two common acquisition goals involving knowledge transfer and market expansion reveal a ‘double-edged sword’ effect, where codification mitigates negative effects of industry rivalry on knowledge transfer, however, on the other hand, codification amplifies negative effects on market expansion and internal turmoil on knowledgeTransfer.
Book ChapterDOI
Entrepreneurial Integration Skills: Knowing What You Acquire to Integrate It
TL;DR: In this article, the authors shed light on ambiguous cause effect relationships by investigating the effect of integration related decisions on intermediate goals and argued that entrepreneurial integration skills, or proactivity under ambiguity, are needed to keep pace with the dynamism inherent in acquisition integration.