- List of Figures
- List of Tables
- List of Contributors
- Perspectives on Innovation Management
- The Nature of Innovation
- Marketing and Innovation
- Science, Technology, and Business Innovation
- User-driven Innovation
- Networks of Innovation
- Knowledge and the Management of Creativity and Innovation
- Design-Driven Innovation: Meaning as a Source of Innovation
- Brokerage and Innovation
- Sectoral Systems of Innovation
- Innovation Ecosystems: Implications for Innovation Management?
- Markets for Technology
- Capital Markets, Innovation Systems, and the Financing of Innovation
- Consumption of Innovation
- Sustainable Innovation Management
- Managing Social Innovation
- Innovation Management in Japan
- Innovation Management in China
- Technology and Innovation
- Innovation, Strategy, and Hypercompetition
- Business Model Innovation
- Managing Open Innovation
- Collaboration and Innovation Management
- Organizing Innovation
- Human Resource Management Practices and Innovation
- Managing R&D and New Product Development
- Internationalization of Research and Development
- Intellectual Property Rights, Standards, and the Management of Innovation
- Mergers and Acquisitions and Innovation
- Services, Innovation, and Managing Service Innovation
- Innovation and Project Management
- Platforms and Innovation
Abstract and Keywords
This article (a) identifies the different theoretical perspectives and abstractions used to conceptualize the M&A–Innovation relationship; (b) reviews the literature on antecedents, consequences, and integration of M&A in the context of innovation; and (c) identifies potential directions of further research on this topic that have both theoretical and practical implications. Among the important research directions identified are: (a) ‘strategic’ mergers that are potentially used as mechanisms for competitor pre-emption; (b) systems effects of mergers including the impact of mergers on sector-wide diffusion of technologies; (c) ‘consequential’ effects of mergers on more ‘final’ measures of innovation performance such as firm productivity and profitability; (d) mergers; and (e) divestments as providing context or ‘shocks’ to an activity system and their value as an empirical source of exogenous variation.
Gautam Ahuja, Harvey C. Fruehauf Professor of Business Administration, Ross School of Business, University of Michigan.
Elena Novelli, Lecturer in Management, Cass Business School, City University London.
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