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A knowledge-based view of internatio...

Reus, Taco H.

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A knowledge-based view of international acquisition performance.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	A knowledge-based view of international acquisition performance./
作者:	Reus, Taco H.
面頁冊數:	181 p.
附註:	Source: Dissertation Abstracts International, Volume: 65-07, Section: A, page: 2677.
Contained By:	Dissertation Abstracts International65-07A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3137476
ISBN:	0496846507

A knowledge-based view of international acquisition performance.
Reus, Taco H.

A knowledge-based view of international acquisition performance. - 181 p.

Source: Dissertation Abstracts International, Volume: 65-07, Section: A, page: 2677.

Thesis (Ph.D.)--The Florida State University, 2004.

The purpose of this research was to examine the role of cross-border knowledge transfer in international acquisition performance. Building upon the large body of acquisition implementation research, and recent developments on the knowledge-based view of the firm, this study developed a general model of antecedents, and performance consequences of knowledge transfer in international acquisitions. The theoretical model was examined using primary questionnaire data from 121 executives from U.S. multinationals that acquired foreign firms between 1998 and 2000, supplemented with secondary data from various archival sources. Several structural equation models were analyzed using LISREL 8.3 to test the theoretical model.

ISBN: 0496846507Subjects--Topical Terms:

626628
Business Administration, Management.

A knowledge-based view of international acquisition performance.
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245 1 2 $a A knowledge-based view of international acquisition performance.
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500 $a Source: Dissertation Abstracts International, Volume: 65-07, Section: A, page: 2677.
500 $a Major Professor: Bruce T. Lamont.
502 $a Thesis (Ph.D.)--The Florida State University, 2004.
520 $a The purpose of this research was to examine the role of cross-border knowledge transfer in international acquisition performance. Building upon the large body of acquisition implementation research, and recent developments on the knowledge-based view of the firm, this study developed a general model of antecedents, and performance consequences of knowledge transfer in international acquisitions. The theoretical model was examined using primary questionnaire data from 121 executives from U.S. multinationals that acquired foreign firms between 1998 and 2000, supplemented with secondary data from various archival sources. Several structural equation models were analyzed using LISREL 8.3 to test the theoretical model.
520 $a The findings show a positive effect of knowledge transfer on international acquisition performance, which confirm assumptions made by several acquisition researchers, and provide important support for the knowledge-based view. Further, the results indicate that two dimensions of absorptive capacity, available complementary knowledge and prior related experience, are both important antecedents of knowledge transfer. In the context of distant acquisitions, prior target country experience is particularly critical, while prior acquisition experience is most important for nearby acquisitions.
520 $a Combinative capability refers to a firm's capacity to combine and recombine existing knowledge. The theoretical model predicted that this capacity is a function of the opportunity, motivation, and ability to share knowledge. The findings show that knowledge transfer is positively influenced by the provision of the opportunity to share knowledge through acquisition integration and rich communication, and the motivation to share knowledge through key employee retention, and status bestowal of acquired employees. The third dimension of combinative capability, which comprises the ability to share knowledge through mutual understanding of acquisition partners, could not be confirmed.
520 $a The results indicate that, within the international context, foreignness is a liability that generated impediments to developing knowledge sharing opportunities. Moreover, contrary to expectations, the effect of knowledge transfer on international acquisition success was stronger for nearby acquisitions than for distant acquisitions. Exploratory analyses indicated that this may be a function of the greater importance of preserving knowledge, rather than transferring knowledge, in the context of distant acquisitions.
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