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논문 기본 정보

자료유형
학술대회자료
저자정보
Jaemin Lee (Imperial College London) Joon Mahn Lee (Korea University) Ji-yub (Jay) Kim (INSEAD)
저널정보
한국경영학회 한국경영학회 융합학술대회 한국경영학회 2019년 제21회 융합학술대회
발행연도
2019.8
수록면
768 - 812 (45page)

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Despite the importance of choice between acquisitions and alliances to accessing external resources, researchers have not considered behavioral drivers of that choice. To fill this gap, this paper develops a theory on how firms’ choice of alliances and acquisitions is based on performance feedback derived from the same as well as the other modes. We argue that the lower acquisition (alliance) performance is relative to aspiration level for acquisitions (alliances), the more likely the firm is to change to the alternative mode in the subsequent choice. However, the magnitudes of those effects are not the same, since managers differently attribute outcomes from the modes. Finally, performance feedback of the modes moderates one another, as success and failure of a mode influences the necessity of using the alternative. An analysis of alliances and acquisitions completed by Fortune 500 companies supports our theory. This study extends research on a behavioral view of corporate strategy and on corporate strategy by revealing that a firm’s choice between acquisitions and alliances is driven by prior performances from the entire strategic options. It also enriches performance feedback research by demonstrating the moderating effect from another performance feedback as a source of a change of performance feedback’s effect below and above aspiration level.

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ABSTRACT
INTRODUCTION
THEORY AND HYPOTHESES
DATA AND METHODOLOGY
RESULTS
DISCUSSION AND CONCLUSION
REFERENCES

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UCI(KEPA) : I410-ECN-0101-2019-324-000982541