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Lost in transaction? The transfer effect of strategic consistency

dc.contributor.authorFehre, Kerstin
dc.contributor.authorKronenwett, Daniel
dc.contributor.authorLindstädt, Hagen
dc.contributor.authorWolff, Michael
dc.date.accessioned2015-12-03T14:52:51Z
dc.date.available2015-12-03T14:52:51Z
dc.date.issued2015
dc.relation.ISSN2198-2627
dc.identifier.urihttp://resolver.sub.uni-goettingen.de/purl?gs-1/12596
dc.description.abstractPrior empirical studies provide evidence that the learning-curve perspective from manufacturing settings is not directly applicable to strategic management settings. In the latter case learning relates to the quality rather than to the quantity of experience. Regarding the antecedents of organizational learning especially, there are still unanswered questions remaining; for example, the questions what kind of experience has a positive effect on performance and what kind of experience is more of a hindrance than a help. This becomes obvious when looking at acquisitions as examples of strategic management decisions. Results of prior empirical studies analyzing the relationship of acquisition experience and acquisition performance have been mixed. By introducing the concept of strategic consistency, we intend to facilitate a better understanding of the kind of experience necessary for organizational learning. Therefore, we measure the concordance and frequency of change in strategic actions. Employing a sample of 379 acquisition series, we find evidence for a positive transfer effect of strategic consistency within series and, therefore, a positive relationship between strategic consistency and acquisition performance.
dc.language.isoeng
dc.rightsopenAccess
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/
dc.subjectTransfer effects; Acquisition series; Strategic consistency; Organizational learning
dc.titleLost in transaction? The transfer effect of strategic consistency
dc.typejournalArticle
dc.identifier.doi10.1007/s40685-015-0024-1
dc.type.versionpublishedVersion
dc.relation.pISSN2198-3402
dc.type.subtypejournalArticle
dc.description.statuspeerReviewed
dc.bibliographicCitation.journalBusiness Research


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