收购雇佣:收购后人力资本的重新部署和保留

IF 6.5 1区 管理学 Q1 BUSINESS
Beril Boyacıoğlu, Mahmut N. Özdemir, Samina Karim
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引用次数: 2

摘要

摘要研究总结:收购雇佣是目前企业获得人才资源的一种普遍的战略机制。它们与传统收购的不同之处在于,它们始终是整合的,重点是人,而不是产品或服务。因此,在收购后整合过程中,企业如何通过重新部署和保留收购后雇佣的人力资源来进行重新配置尤为关键。我们发现,当被收购的初创企业具有颠覆性(相对于非颠覆性)的专有技术时,被收购的团队被保留(相对于分散),并作为一个整体整合到收购方现有的业务部门中,而且被收购的初创企业的创始人被分配到一个高地位的职位。此外,我们还表明,获得的专有技术类型与整合模式之间的不匹配与被收购的创始人过早退出有正相关。收购雇佣是一种收购形式,收购公司的目标是获得目标公司的优秀人力资本。我们的研究解决了被收购的团队如何融入收购公司,以及被收购的创始人在收购后的地位。我们的研究结果表明,这些取决于所获得的专有技术的类型;如果被收购的专有技术具有颠覆性(而不是破坏性),那么团队更有可能被保留(而不是分散),创始人在母公司获得较高的地位。管理者应该意识到,整合中的不匹配——比如收购雇佣颠覆性的专业知识,而不是将团队保留在一个业务部门——可能会产生负面影响,比如创始人过早离职。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Acqui‐hires: Redeployment and retention of human capital post‐acquisition
Abstract Research Summary Acqui‐hires are now a prevalent strategic mechanism by which firms obtain talented human resources. They differ from traditional acquisitions in that they are always integrated and the focus is the people, not the product or service. Thus, how firms reconfigure through the redeployment and retention of acqui‐hired human resources during post‐acquisition integration is particularly critical. We find that when the acquired start‐up has disruptive (vs. nondisruptive) know‐how, the acqui‐hired team is preserved (vs. dispersed) and integrated as a whole into an acquirer's existing business unit, and also that the founder of the acquired start‐up is assigned to a high status position. Furthermore, we show that a lack of fit between acquired know‐how type and integration mode has a positive relationship with the premature exit of acqui‐hired founders. Managerial Summary Acqui‐hires are a form of acquisitions in which the acquiring firm's goal is to obtain the talented human capital of the target firm. Our study addresses how the acqui‐hired team is integrated into the acquiring firm and what status position the acqui‐hired founder is given, post‐acquisition. Our results reveal that these depend on the type of know‐how being acquired; if the acqui‐hired know‐how is disruptive (versus not) then it is more likely that the team is preserved (versus dispersed) and the founder is given a high status position at the parent firm. Managers should be aware that a mismatch in integration—such as acqui‐hiring disruptive know‐how and not preserving the team in a business unit—can have negative implications such as the premature departure of the founder(s).
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来源期刊
CiteScore
13.70
自引率
8.40%
发文量
109
期刊介绍: At the Strategic Management Journal, we are committed to publishing top-tier research that addresses key questions in the field of strategic management and captivates scholars in this area. Our publication welcomes manuscripts covering a wide range of topics, perspectives, and research methodologies. As a result, our editorial decisions truly embrace the diversity inherent in the field.
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