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The management of technology acquisitions-acquisitions of small technology based firms by large established firms-poses an organizational paradox. Acquirers must integrate acquired firms in order to exploit their technologies in a coordinated manner; at the same time, they must preserve organizational autonomy for acquired firms in order to avoid disrupting… (More)
Acquisitions and alliances are two pillars of growth strategy. But most businesses don't treat the two as alternative mechanisms for attaining goals. Consequently, companies take over firms they should have collaborated with, and vice versa, and make a mess of both acquisitions and alliances. It's easy to see why companies don't weigh the relative merits… (More)
Firms can enjoy competitive advantage by developing a capability to manage alliances more successfully than others. A knowledge-based approach suggests that organizational processes facilitating the accumulation, codification and sharing of alliance know-how embedded in the firm's alliance experience, are central to its alliance capability and success.
Alliances present a paradox for firms. On the one hand, firms engage in a large number of alliances to secure and extend their competitive advantage and growth; on the other hand, their alliances exhibit surprisingly low success rates. In this paper, we discuss how firms can address these failures by identifying some of the primary drivers of alliance… (More)
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We argue that firms differ in their integration capability, which is the ability to absorb and manage businesses on an ongoing basis. Conceptually, we expect heterogeneity of firms' integration capability to influence acquisition strategy by profit-seeking firms, affecting both their propensity to undertake acquisitions and the types of businesses that they… (More)