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As Puranam et al. (2009) found, the generation of common ground shared knowledge between acquirer and target prior to the acquisition increases coordination in such a way that higher levels of integration (and their costs) are unnecessary.
Common expertise and knowledge between target and acquirer prior to an acquisition offer an alternative pathway to resolve the coordination-autonomy dilemma by enabling coordination without disrupting the autonomy of the target (Puranam et al. 2009).
How can knowledge from the acquired firm be utilized in a recipient organization (the acquirer) with very different structures and culture, say authoritarian leadership in China versus flat hierarchies in Northern Europe.
Knowledge usually flows from the acquirer to the acquired.
In a worst-case scenario, an acquirer with strong industry knowledge could run a firm it acquired even if all its employees left.
According to two sources with knowledge of the deal, Disney is indeed the acquirer of MakieLab's "technology and platform".
Lastly, similarity and status are found to have distinct and joint effects on knowledge transfer in M&As, which designate an interesting tradeoff between acquired unit members' perceptions of the credibility of the acquirer and the usefulness of the advice it provides (Study 2).
Merging firms, both acquirer and target, need to find internal alignment on the motivation behind an acquisition, such as leveraging knowledge or capabilities, and choose the level of integration accordingly (Puranam and Srikanth 2007), before defining the degree of structural integration.
The "absorption" type is when the acquired organization is fully absorbed by and becomes a part of the acquirer.
Corporate governance and acquirer returns.
Jefferson was "a chronic acquirer".
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