Year: 2002
Type: article
Abstract: This paper establishes a conceptual link between obstacles in the acquisition process and individual knowledge sharing hostility.While studies on failures of acquisitions exist from economics, finance, strategy, organization theory, and human resources management, this paper applies insights from recent literature on knowledge sharing hostility.We argue that this offers important insights into how individual behavior can prevent knowledge synergies in acquisitions.The paper outlines the specificities of knowledge synergies in three different modes of acquisition: (a) headquarters-oriented acquisitions, (b) subsidiary-oriented acquisitions, and (c) integrationoriented acquisitions.The paper then introduces a knowledge sharing hostility framework analyzing knowledge hoarding behavior, knowledge rejecting behavior, and behavior related to the substance of knowledge.The paper explores these dimensions in the three modes of acquisition.
Language: English
Subfield: Information Systems and Management
Field: Decision Sciences
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W2955007893