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NOTES

Special thanks to Marissa Blomstrom for her support and willingness to always find "just one more" reference. Additionally, I would like to thank Kathleen Park, Vijay Kannan, and Richard Taylor for commenting on prior versions of this chapter.

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4. King et al., "Meta-Analyses of Post-Acquisition Performance," 187-200.

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7. King et al., "Performance Implications of Firm Resource Interactions in the Acquisition of R&D-Intensive Firms."

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9 . Kolb, Experiential Learning, 42.

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32 . Heeley et al., "R&D Investment Level and Environment as Predictors of Firm Acquisition."

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36. Stephen Goldberg and Joseph Goodwin, "Your Merger: Will It Really Add Value?" Journal of Corporate Accounting and Finance, 12 (2001): 27-35.

37. Amar Bhide, "The Causes and Consequences of Hostile Takeovers," Journal of Applied Corporate Finance, 2 (1989): 36-59.

38 . Margaret Cording, Petra Christman, and David King, "Reducing Causal Ambiguity in Acquisition Integration: Intermediate Goals as Mediators of Integration Decisions and Acquisition Performance," Academy of Management Journal, 51 (2008): 744-767.

39. Richard DiGeorgio, "Making Mergers and Acquisitions Work: What We Know and Don't Know—Part II," Journal of Change Management, 3 (2003): 259-274.

40. David Bunnell, Making the Cisco Connection (New York: John Wiley & Sons, 2000).

41. Michael Officer, "Termination Fees in Mergers and Acquisitions," Journal of Financial Economics, 69 (2003): 431-67.

42. DiGeorgio, "Making Mergers and Acquisitions Work: What We Know and Don't Know—Part I."

43. King et al., "Meta-Analyses of Post-Acquisition Performance."

44. Kenneth Martin, "The Method of Payment in Corporate Acquisitions, Investment Opportunities, and Management Ownership," Journal of Finance, 51 (1996): 1227-1246.

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47. Michael Hitt et al., "The Market for Corporate Control and Firm Innovation," Academy of Management Journal, 39 (1996): 1084-1119.

48. Mitchell Marks and Phillip Mirvis, Joining Forces: Making One plus One Equal Three in Mergers, Acquisitions, and Alliances, 2nd ed. (San Francisco, CA: Jossey-Bass, 2010).

49. Marks and Mirvis, Joining Forces.

50. Panish Puranam, Benjamin Powell, and Harbir Singh, "Due Diligence Failure as a Signal Detection Problem," Strategic Organization, 4 (2006): 319-348.

51. Mark Feldman and Michael Spratt, Five Frogs on a Log: A CEO's Field Guide to Accelerating the Transition in Mergers, Acquisitions and Gut Wrenching Change (New York: Harper Collins, 1999).

52 . R. Edward Freeman, Strategic Management: A Stakeholder Approach (Boston, MA: Pitman, 1984).

53. Gerry Johnson and Kevan Scholes, Exploring Corporate Strategy (London: Prentice Hall, 1999).

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56 . Feldman and Spratt, Five Frogs on a Log.

57. Idalene Kesner, Debra Shapiro, and Anurag Sharma, "Brokering Mergers: An Agency Theory Perspective on the Role of Representatives," Academy of Management Journal, 37 (1994): 703-721.

58. Charles Fortelle, "EU Close on Intel-MacAfee Deal," Wall Street Journal, January 21, 2011, B4.

59. Amy Schatz, Shayndi Raice, and Anupreeta Das, "AT&T Digs In for a Fight," Wall Street Journal, March 22, 2011, p. B1.

60. Cording et al., "Reducing Causal Ambiguity in Acquisition Integration."

61. David Harding and Ted Rouse, "Human Due Diligence," Harvard Business Review, 85 (2007): 124-131.

62. Christian Homburg and Matthias Bucerius, "A Marketing Perspective on Mergers and Acquisitions: How Marketing Integration Affects Postmerger Performance," Journal of Marketing, 69 (2005): 95-113.

63. Katherine Morrall, "Managing a Merger without Losing Customers," Bank Marketing, 28 (1996): 18-23.

64. Homburg and Bucerius, "A Marketing Perspective on Mergers and Acquisitions."

65 . Marks and Mirvis, Joining Forces.

66 . Copeland et al., Valuation.

67 . Feldman and Spratt, Five Frogs on a Log.

68 . Marks and Mirvis, Joining Forces.

69 . Feldman and Spratt, Five Frogs on a Log.

70. DiGeorgio, "Making Mergers and Acquisitions Work: What We Know and Don't Know—Part II."

71. Jeffrey Krug and Walt Shill, "The Big Exit: Executive Churn in the Wake of M&As," Journal of Business Strategy, 29 (2008): 15-21.

72. Saikat Chaudhuri and Benham Tabrizzi, "Capturing the Real Value in High-Tech Acquisitions," Harvard Business Review, 77 (1999): 123-130.

73 . Marks and Mirvis, Joining Forces.

74 . Feldman and Spratt, Five Frogs on a Log.

75. Krug and Shill, "The Big Exit."

76 . Feldman and Spratt, Five Frogs on a Log.

77. David Schweiger and Phillippe Very, "Creating Value through Merger and Acquisition Integration," Advances in Mergers and Acquisitions, 2 (2003): 1-26.

78. Marks and Mirvis, Joining Forces.

79. Bunnell, Making the Cisco Connection.

80. Krishnan et al., "Diversification and Top Management Team Complementarity."

81. Feldman and Spratt, Five Frogs on a Log.

82. Srikanth Paruchuri, Atul Nerkar, and Donald Hambrick, "Acquisition Integration and Productivity Losses in the Technical Core: Disruption of Inventors in Acquired Companies," Organization Science, 17 (2006): 545-562.

83. Bunnell, Making the Cisco Connection.

84. Eric Savitz, "Oracle's Ellison: Sun Execs Were 'Astonishingly Bad' Managers," Barron's, May 13, 2010, accessed December 14, 2010, blogs.bar rons.com/techtraderdaily/2010/05/13/oracles-ellison-sun-execs-were-aston ishingly-bad-managers.

85. Andy Patrizio, "Defections Batter Sun Microsystems," Internetnews. com, July 31, 2009, accessed December 14, 2010, internetnews.com/bus-news/article.php/3832666/Defections%20Batter%20Sun%20Microsystems.htm.

86. Carol Brown, Greg Clancy, and Rebecca Scholer, "A Post-Merger IT Integration Success Story: Sallie Mae," MIS Quarterly Executive, 2 (2003): 15-27.

87. Mario Schijven and David King, "Investor Reactions to Strategic Announcements: Counter-Signals That Impact Firm Behavior and Performance," Working Paper (Milwaukee, WI: Marquette University, 2011).

88. Rikard Larsson and Sydney Finkelstein, "Integrating Strategic, Organizational, and Human Resource Perspectives on Mergers and Acquisitions: A Case Survey of Synergy Realization," Organization Science, 10 (1999): 1-26.

89. Puranam et al., "Due Diligence Failure as a Signal Detection Problem." 90 . Kevin Boeh, "Contracting Costs and Information Asymmetry Reduction in Cross-Border M&A," Journal of Management Studies, 48 (2011): 567-590.

91. Annette Ranft and Michael Lord, "Acquiring New Technologies and Capabilities: A Grounded Model of Acquisition Implementation," Organization Science, 13 (2002): 420-441.

92. Jeffrey Perry and Thomas Herd, "Mergers and Acquisitions: Reducing M&A Risk through Improved Due Diligence," Strategy & Leadership, 32 (2004): 12-19.

93. Ashkenas, et al., "Making the Deal Real."

94. Michael Shelton, "Managing your Integration Manager," McKinsey Quarterly, June 2003, accessed December 13, 2010, https://mckinseyquart.erry. com/Managing_your_integration_manager_1305.

95. Tomi Laamanen and Thomas Keil, "Performance of Serial Acquirers: Toward an Acquisition Program Perspective," Strategic Management Journal, 29 (2008): 663-672.

96. Special thanks to Kathleen Park for this insight.

97. Henrich Greve, Organizational Learning from Performance Feedback, (Cambridge: Cambridge University Press, 2003).

98. Harry G. Barkema and Mario Schijven, "Toward Unlocking the Full Potential of Acquisitions: The Role of Organizational Restructuring," Academy of Management Journal, 51 (2008): 696-722.

99. Kenneth Carow, Randall Heron, and Todd Saxton. "Do Early Birds Get the Returns? An Empirical Investigation of Early-Mover Advantages in Acquisitions," Strategic Management Journal, 25 (2004): 563-585; King et al., "Performance Implications of Firm Resource Interactions in the Acquisition of R&D-Intensive Firms."

100 . Feldman and Spratt, Five Frogs on a Log.

 
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