Please use this identifier to cite or link to this item: http://hdl.handle.net/10419/156284
Authors: 
Fehre, Kerstin
Kronenwett, Daniel
Lindstädt, Hagen
Wolff, Michael
Year of Publication: 
2016
Citation: 
[Journal:] Business Research [ISSN:] 2198-2627 [Publisher:] Springer [Place:] Heidelberg [Volume:] 9 [Year:] 2016 [Issue:] 1 [Pages:] 101-131
Abstract: 
Prior 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.
Subjects: 
Transfer effects
Acquisition series
Strategic consistency
Organizational learning
Persistent Identifier of the first edition: 
Creative Commons License: 
http://creativecommons.org/licenses/by/4.0/
Document Type: 
Article

Files in This Item:
File
Size
641.14 kB





Items in EconStor are protected by copyright, with all rights reserved, unless otherwise indicated.