000			01913naa a2200193uu 4500
001			0042611302537
003			OSt
005			20190211171204.0
008			100426s2009 xx ||||gr |0|| 0 eng d
100	1		_aKIM, Ji-Yub (Jay) _939659
245	1	0	_aThe effects of strategic and market complementarity on acquisition performance : _bevidence from the US commercial banking industry 1989-2001
260			_aBognor Regis : _bWiley-Blackwell, _cJune 2009
520	3		_aMost traditional research on mergers and acquisitions tends to focus on the role of similarity in explaining acquisition performance. While scholars have recently begun to examine acquisition complementarity, there is still little evidence concerning how complementarity influences acquisition performance. Further, previous research has not drawn the connections between related contexts and the potential benefits from complementarity. In this article, we move the study of acquisition complementarity forward by investigating the effects of strategic and market complementarity on acquisition performance in the context of related horizontal acquisitions. We also propose that two key attributes of acquirers - strategic focus and out-of-market acquisition experience - will moderate this relationship. We investigate our research questions in the context of all 2,204 acquisitions made by publicly traded U.S. commercial banks during the 12-year period from 1989 to 2001. Our findings are generally supportive, suggesting complementarity is an important antecedent of acquisition performance, and raising important issues on the nature of acquisition research in general.
700	1		_aFINKELSTEIN, Sydney _919531
773	0	8	_tStrategic Management Journal _g30, 6, p. 617-646 _dBognor Regis : Wiley-Blackwell, June 2009 _xISSN 01432095 _w
942			_cS
998			_a20100426 _b1130^b _cDaiane
998			_a20100428 _b1655^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c32577 _d32577
041			_aeng