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Attributes of Successful and Unsuccessful Acquisitions of US Firms[Note 1. We thank our colleagues Jean Bartunek, Gibb Dyer, Sydney ...]
Author(s) -
Hitt Michael,
Harrison Jeffrey,
Ireland R. Duane,
Best Aleta
Publication year - 1998
Publication title -
british journal of management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.407
H-Index - 108
eISSN - 1467-8551
pISSN - 1045-3172
DOI - 10.1111/1467-8551.00077
Subject(s) - negotiation , business , affect (linguistics) , debt , dual (grammatical number) , resource (disambiguation) , mergers and acquisitions , marketing , empirical evidence , empirical research , industrial organization , monetary economics , economics , finance , psychology , political science , art , computer network , philosophy , literature , communication , epistemology , computer science , law
Acquisitive growth strategies continue to be popular, in spite of increasing evidence that they often do not enhance the financial performance of acquiring firms and may adversely affect innovation. However, some acquisitions are associated with both increases in financial performance and a strengthened commitment to R&D while others experience decreases in both. Multiple theories have been offered to explain acquisitions and their outcomes, but few have received strong empirical support. This paper describes a multiple rater, multiple‐case study of acquisitions that had highly favourable outcomes and others that experienced highly unfavourable outcomes. All twelve of the high performing acquisitions studied were found to exhibit the dual characteristics of friendliness during acquisition negotiations and resource complementarities between the two firms. Additionally, debt played an important role in the success (low to moderate debt) or lack of success (high or extraordinary debt) in 21 of the 24 acquisitions studied. Inadequate target evaluation was a factor in 11 of the 12 acquisitions with low performance. Importantly, the results of both sets of acquisitions suggested that a configuration of attributes affected post‐acquisition performance. Other findings both supported and contradicted commonly held beliefs about acquisitions, as well as highlighted variables not typically associated with acquisition strategies. The study provides directions for future theory development and empirical research on acquisitions.