A darker side of knowledge transfer following international acquisitions

• Autores: Taco H. Reus, Bruce T. Lamont, Kimberly M. Ellis
• Localización: Strategic management journal, ISSN 0143-2095, Vol. 37, Nº 5, 2016, págs. 932-944
• Idioma: inglés
• Texto completo no disponible (Saber más ...)
• Resumen

  • We consider a knowledge flow that dominates the international acquisition context but can actually harm foreign acquired firms' performance: non–location-specific knowledge transfer from acquirers to acquired firms (N-LSKT). Considering its behavioral consequences, we argue that such knowledge transfer often may destabilize existing power structures in foreign acquired firms prompting conflict and power struggles, and as a result negatively affects their performance. We find support for this adverse knowledge transfer effect. Only at very high levels of N-LSKT, when acquirers are likely to extend their own capabilities and associated power structures more completely, do the performance effects improve. Further, predeal success of acquirers and post-deal functional integration amplify, while acquirers' strategic control over the acquired firm alleviates the generally negative effects of N-LSKT.