Session Details: Session 1042

Capabilities, Value Creation, and Performance

Track A

Date: Monday, October 13, 2008


Time: 17:00 – 18:15


Room: Salon 18

Session Chair:
Lars Schweizer, Frankfurt University

Title: Does Knowledge Transfer Mediate the Relationship Between Integration Strategy and Value Creation In Acquisitions?


  • Paulina Junni, BI Norwegian Business School

Abstract: This paper takes a resource-based view of acquisitions and explores how knowledge transfer contributes to post-acquisition performance. Knowledge transfers are argued to be important in the creation of synergies in mergers and acquisitions (M&As), yet surprisingly little research has focused on it in the M&A context. This paper sets out to empirically test the relationships between integration strategy, knowledge transfer and post-acquisition performance. It is hypothesized that knowledge transfer will mediate the relationship between integration strategy and post-acquisition performance. Analyses of a sample of Finnish companies’ acquisitions in 2001-2004 largely support the hypotheses: Knowledge transfer from acquirer to target mediates the effect of task integration on post-acquisition performance, whereas knowledge transfer from target to acquirer mediates the effect of human integration on post-acquisition performance.

Title: The Affects Of Practices Of Governance and Leadership On Capabilities and Performance Of Alliances


  • Jochen Schweitzer, University of Technology, Sydney
  • Siggi Gudergan, University of Newcastle

Abstract: We verify whether heterogeneity in alliance capabilities, and alliance performance is attributable to the use of certain intra-firm governance practices and associated leadership behaviors. Our hypotheses build on the co-occurrence of stewardship governance and transformational leadership and the co-occurrence of agency governance and transactional leadership behavior. We suggest that transformational leadership behavior has a significant influence on the development of dynamic capabilities and subsequent alliance performance when it co-occurs with practices of stewardship governance, while transactional leadership behavior has a significant influence when partnering firms choose principal-agent type governance for their alliance. In data from 369 alliances, the positive relationship between transformational leadership and the development of dynamic capabilities is stronger with stewardship governance, and weaker with agency governance. But transactional leadership behavior too is significantly associated with dynamic and operational capability development in case of stewardship governance.

Title: The Evolution of Dynamic Capabilities in Large Organizations: The Case of Alliance Management


  • Charles Dhanaraj, International Institute for Management Development
  • Marjorie Lyles, Indiana University
  • Kevin Steensma, University of Washington

Abstract: The dynamic capability perspective creates a paradox for organizational theorists. How can large globally dispersed organizations create new dynamic capabilities? We present a grounded theory of capability creation, based on a longitudinal study of alliance management function within a large pharmaceutical firm based in the U.S. The ethnographic study analyzes data on organizational actions over a decade in which the firm moved from a novice to a recognized industry leader in alliance capability. We direct our attention to the role of corporate capability centers (CCC) in creating dynamic capability within an organization, identifying six distinct processes of capability creation, enmeshed within a short and a long cycle. We draw several propositions with implications for advancing theory of dynamic capabilities and alliance management, and their application to organizational capabilities that include international management.

Title: The Management and Transfer of Resources and Organizational Capabilities as a Key Success Factor for the Post Acquisition Integration Process


  • Carina Uhlig, Grenoble Graduate School of Business
  • Lars Schweizer, Frankfurt University

Abstract: We examine the post-acquisition process of cross border mergers embedded in the context of the European energy sector. Based on the analysis of four in-depth case studies, the principle research question is to explore how companies integrated and made use of organizational capabilities of the acquired firm. The research attempts to develop theories for a new integration approach in increasingly important European cross border mergers in order to transfer and maintain acquired valuable firm resources for sustained competitive advantage (Barney, 1991). Thereby the importance of an integrative process to explore linkages between the integration of foreign resources (e.g. assets, technology and knowledge) and organizational capabilities will be analyzed and further developed.

All Sessions in Track A...

Mon: 11:15 – 12:30
Session 1036: Knowledge and Learning
Mon: 15:30 – 16:45
Session 1041: Knowledge, Collaboration, and Performance
Session 1061: Inter-Organizational Knowledge Transfer
Mon: 17:00 – 18:15
Session 1040: Knowledge Transfer and Diffusion
Session 1042: Capabilities, Value Creation, and Performance
Tue: 11:15 – 12:30
Session 1035: Strategic Dynamics in Industry Architectures: The Challenges of Knowledge Integration
Session 1055: Governing Knowledge in Interorganizational Relationships
Tue: 14:30 – 15:45
Session 1039: Knowledge and Governance
Session 1045: Capabilities and Governance
Session 1056: Discussing Approaches on How Knowledge Matters in Organizations
Wed: 10:00 – 11:15
Session 1038: Knowledge and Networks
Session 1057: Knowledge as a Driver of Innovation, Learning and Competence-Building
Wed: 11:30 – 12:45
Session 1044: Technology and Performance
Session 1046: Knowledge Across Boundaries
Session 1058: Knowledge Strategies: Collaboration and Governance

Strategic Management Society

Cologne Conference