Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here for more information

Click here to sign up for SAGE Journal Email Alerts today!

Sign In to gain access to subscriptions and/or personal tools.
Journal of Management
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Similar articles in Web of Science
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Web of Science (1)
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Barkema, H. G.
Right arrow Articles by Schijven, M.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Reviews

How Do Firms Learn to Make Acquisitions? A Review of Past Research and an Agenda for the Future

Harry G. Barkema

Department of Technology and Innovation Management, Rotterdam School of Management, Erasmus University, 3000 DR, Rotterdam, The Netherlands, HBarkema{at}rsm.nl, Department of Management, London School of Economics, United Kingdom

Mario Schijven

Department of Management, Mays Business School, Texas A&M University, 401H Wehner Building, 4221 TAMU, College Station, TX 77843-4221

How do firms learn to successfully acquire other firms? The authors first review early work, mostly from the 1980s to the mid-1990s, testing the learning curve perspective on acquisitions and exploring some contingencies. They then discuss three more recent streams of research on negative experience transfer, deliberate learning mechanisms, and learning from others, which provide deeper insight into the contingencies and mechanisms of organizational learning in strategic settings such as acquisitions. The article concludes with an agenda for future research.

Key Words: organizational learning • mergers and acquisitions • strategic capabilities

Journal of Management, Vol. 34, No. 3, 594-634 (2008)
DOI: 10.1177/0149206308316968
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 Journal of ManagementHome page
J. Haleblian, C. E. Devers, G. McNamara, M. A. Carpenter, and R. B. Davison
Taking Stock of What We Know About Mergers and Acquisitions: A Review and Research Agenda
Journal of Management, June 1, 2009; 35(3): 469 - 502.
[Abstract] [PDF]