Knowledge transfer during the integration of knowledge-intensive acquisitions

Martin Scheunemann and Augustin Suessmair

International Journal of Economics and Business Research, 2013, vol. 5, issue 1, 75-95

Abstract: Knowledge-intensive acquisitions enable companies to acquire external knowledge and to avoid tedious internal capability development processes. Therefore, knowledge-intensive acquisitions can be profound sources of value creation, as long as the transfer of the acquired knowledge is effectively managed during the integration phase. Research findings illustrate significant gaps between expected and achieved results of knowledge transfer. The aim of this paper is to develop a transfer framework for knowledge-intensive acquisitions on the basis of systematised success factors. It enables management to effectively address knowledge transfer measures during the integration process. Based on the literature review, the main influencing factors for knowledge transfer have been identified. These key factors are structured on an organisational and individual level to assure a comprehensive perspective on the integration process. Subsequently, on the basis of two explorative interviews, practical measures have been derived and integrated into the transfer framework. The findings contribute to the body of research on success factors in mergers and acquisitions and contribute to the literature on knowledge management.

Keywords: knowledge-intensive acquisitions; knowledge transfer; post-merger integration; influence factors; multi-level perspective; capabilities; resource-based view; RBV; knowledge-based view; KBV; knowledge management; mergers and acquisitions; M%A. (search for similar items in EconPapers)
Date: 2013
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