Asset stock accumulation and sustainability of competitive advantage
Management Science
The Wealth of Knowledge: Intellectual Capital and the Twenty-first Century Organization
The Wealth of Knowledge: Intellectual Capital and the Twenty-first Century Organization
Knowledge integration in virtual teams: the potential role of KMS
Journal of the American Society for Information Science and Technology
Understanding Acquisition Performance: The Role of Transfer Effects
Organization Science
Knowing in Practice: Enacting a Collective Capability in Distributed Organizing
Organization Science
Organisational knowledge creation strategies: A conceptual framework
International Journal of Information Management: The Journal for Information Professionals
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This paper seeks to explain why an acquiring organization was unable to leverage the expertise of the acquired organization even though both organizations were highly successful in their own right prior to the acquisition. It offers a knowledge-based perspective by teasing out the essential knowledge attributes pertinent to acquisitions. The research was carried out using an interpretative case study methodology at a Singapore-based multinational organization in the semi-conductor industry. The main data collection method used was face-to-face interviews with some 28 staff from October 2006 to December 2006, almost 2 years after the acquisition exercise. The findings suggest that the lackluster outcome could be traced to three knowledge attributes, namely, accessibility, applicability and cumulativeness. In conclusion, a number of practical and research implications are highlighted.