Induction: processes of inference, learning, and discovery
Induction: processes of inference, learning, and discovery
Survival-Enhancing Learning in the Manhattan Hotel Industry, 1898-1980
Management Science
Knowledge driven quality improvement
Management Science
Learning From Failure: Towards An Evolutionary Model of Collaborative Ventures
Organization Science
Organization Science
Interorganizational Routines and Performance in Strategic Alliances
Organization Science
Deliberate Learning and the Evolution of Dynamic Capabilities
Organization Science
The Coevolution of Trust, Control, and Learning in Joint Ventures
Organization Science
Alliance Portfolio Internationalization and Firm Performance
Organization Science
Experiencing the Improbable: Rare Events and Organizational Learning
Organization Science
Organizational Learning: From Experience to Knowledge
Organization Science
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This study develops and tests a theory of experience spillovers across corporate development activities. In particular, we investigate the impact of prior alliance experience on the performance implications of corporate acquisitions. We start with the simple suggestion that such experience spillovers will depend on the similarity among the managerial processes characterizing these activities. The empirical evidence confirms that the more the focal acquisition is managed in ways that are typical of partnerships (e.g., with low integration or with high relational quality levels), the more positive is the effect of past alliance experience on acquisition performance. However, we also find that alliance experience can be detrimental under certain circumstances, such as when the acquisition is managed with more aggressive post-acquisition integration approaches. This paper proposes a more sophisticated model of experience spillovers that can accommodate both positive and negative experience spillover effects across complex organizational tasks.