Reducing Causal Ambiguity in Acquisition Integration: Intermediate Goals as Mediators of Integration Decisions and Acquisition Performance

Authors

Margaret Cording, Rice University
Petra Christman, Rutgers University - Newark
David R. King, Marquette UniversityFollow

Document Type

Article

Language

eng

Format of Original

24 p.

Publication Date

2008

Publisher

Academy of Management

Source Publication

Academy of Management Journal

Source ISSN

0001-4273

Original Item ID

doi: 10.5465/AMJ.2008.33665279

Abstract

Integration is a difficult process, but one that is vital to acquisition performance. One reason acquirers encounter difficulties is that the integration process exhibits high levels of intrafirm linkage ambiguity – a lack of clarity of the causal link between integration decisions and their performance outcomes. We introduce the construct of intermediate goals as a mechanism that reduces intrafirm linkage ambiguity. Our structural model results, based on a sample of 129 horizontal acquisitions, indicate that the achievement of two intermediate goals (internal reorganization and market expansion) fully mediates the relationships between four integration decisions and acquisition performance.

Comments

Published version. Academy of Management Journal, Vol. 51, No. 4 (August 2008): 744-797. DOI. © 2008 Academy of Management. Used with permission.

David R. King was affiliated with the U.S. Air Force at the time of publication.

Recommended Citation

Cording, Margaret; Christman, Petra; and King, David R., "Reducing Causal Ambiguity in Acquisition Integration: Intermediate Goals as Mediators of Integration Decisions and Acquisition Performance" (2008). Management Faculty Research and Publications. 22.
https://epublications.marquette.edu/mgmt_fac/22