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Performance Implications of Firm Resource Interactions in the Acquisition of R&D-Intensive Firms

Author

Listed:
  • David R. King

    (U.S. Air Force, Wright-Patterson AFB, Ohio 45433)

  • Rebecca J. Slotegraaf

    (Kelley School of Business, Indiana University, Bloomington, Indiana 47405)

  • Idalene Kesner

    (Kelley School of Business, Indiana University, Bloomington, Indiana 47405)

Abstract

We explore the role of resource interactions in explaining firm performance in the context of acquisitions. Although we confirm that acquisitions do not lead to higher performance on average, we do find that complementary resource profiles in target and acquiring firms are associated with abnormal returns. Specifically, we find that acquiring firm marketing resources and target firm technology resources positively reinforce (complement) each other; meanwhile, acquiring and target firm technology resources negatively reinforce (substitute) one another. Implications for management theory and practice are identified.

Suggested Citation

  • David R. King & Rebecca J. Slotegraaf & Idalene Kesner, 2008. "Performance Implications of Firm Resource Interactions in the Acquisition of R&D-Intensive Firms," Organization Science, INFORMS, vol. 19(2), pages 327-340, April.
    • Handle: RePEc:inm:ororsc:v:19:y:2008:i:2:p:327-340
    DOI: 10.1287/orsc.1070.0313
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