Path-dependent and path-breaking change: Reconfiguring business resources following acquisitions in the US medical sector, 1978-1995

• 成果类型: Article
• 署名作者: Karim, S; Mitchell, W
• 署名单位: University of Michigan System; University of Michigan
• 刊物名称: STRATEGIC MANAGEMENT JOURNAL
• ISSN/ISSBN: 0143-2095
• DOI: 10.1002/1097-0266(200010/11)21:10/11<1061::AID-SMJ116>3.0.CO;2-G
• 发表日期: 2000
• 页码: 1061-1081
• 关键词: acquisitions; business change; resource reconfiguration; routine-based perspective on strategy

摘要

This paper studies how firms use acquisitions to achieve long-term business reconfiguration. We base the study in a routine-based perspective on business dynamics. We develop and test hypotheses concerning the relative extent of change by acquiring and non-acquiring businesses, focusing art product line addition, retention, and deletion as forms of changing resources. We develop and test hypotheses that compare and contrast resource-deepening and resource extension arguments. We test the hypotheses with data from more than 3000 firms that offered more than 200 product lines in the U.S. medical sector between 1978 and 1995. We find that acquisitions play a major role in business reconfiguration, offering opportunities for firms to both build on existing resources and obtain substantially different resources. Copyright (C) 2000 John Wiley & Sons, Ltd.