Abstract: In this paper we focus on horizontal acquisitions and analyze how different dimensions of the post-acquisition R&D integration process - the reorganization of R&D teams, the closure of R&D labs, the launch of R&D projects in new technical fields, and the replacement of the acquired R&D top manager, influence the innovation performance of acquired individuals. The empirical section is based on data on the patenting activity of 3,693 acquired individual inventors who continue to work within the new firm after the acquisition.

Abstract: Building on the deliberate and vicarious learning literatures, we seek deeper insight into the benefits of codified and articulated knowledge from external advisors and internal experts in complex, strategic tasks such as mergers and acquisitions (M&A). We draw on 40 interviews with executives and consultants to develop our theory. We argue that codified external knowledge is less beneficial than codified internal knowledge, particularly for less experienced firms. In contrast, articulated external knowledge is more beneficial than articulated internal knowledge. However, the presence of a dedicated M&A department amplifies the benefits of articulated internal knowledge but dampens the benefits of articulated external knowledge. We rely on unique survey data of 100 active acquirers to test our theory.

Abstract: Although researchers have increasingly recognized the importance of managerial attention as a driver of firm behavior, its effects on the post-acquisition outcomes have not been examined. Drawing from the attention-based view of firm (ABV), in this study we explore how attentional congruence between two merging firms influences firm-level innovativeness after acquisition. In addition, we also examine the moderating effects of strategic complementarity and firm size disparity. Based on a sample of 166 M&A deals in high-tech industries, we find most of our hypotheses supported.

Abstract: Acquisitions have become a popular strategy for overcoming the time-compression diseconomies of internal innovation. Confounding our understanding of leveraging target knowledge is the fact that target knowledge workers play two distinct roles post-acquisition: innovate in conjunction with and independently of the acquirer. I submit that relative absorptive capacity possesses differential effects on the two roles. I tested and found evidence that cultural distance and language difference facilitated independent innovation but impeded integrative innovation while technological overlap facilitated integrative innovation but impeded independent innovation. Further, I found evidence that technological overlap attenuated the effects of cultural distance and language difference.