现有企业对初创企业的收购:从初创企业创立到合并后整合的共同专业化的3c

IF 6.3 2区管理学 Q1 BUSINESS

California Management Review Pub Date : 2021-03-07 DOI:10.1177/0008125621996502

N. N. Brueller, L. Capron

{"title":"现有企业对初创企业的收购:从初创企业创立到合并后整合的共同专业化的3c","authors":"N. N. Brueller, L. Capron","doi":"10.1177/0008125621996502","DOIUrl":null,"url":null,"abstract":"Facing constant pressures to grow, established firms increasingly harness external innovation by collaborating with and eventually acquiring startups. To succeed in their exit through acquisition, startup firms and incumbents have to master three steps (the “3 Cs”) that enhance the co-specialization with the acquirer: establishing the Complementarity of offerings, generating Customer endorsement, and attracting an acquirer executive Champion. Drawing on a multiple-case, inductive study of seven Israeli startup acquisitions completed by two acquirers from the information and communications technology (ICT) industry, this article illustrates the different approaches pursued by the startup firms and their acquirers to succeed in managing pre- and post-acquisition processes.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":null,"pages":null},"PeriodicalIF":6.3000,"publicationDate":"2021-03-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0008125621996502","citationCount":"6","resultStr":"{\"title\":\"Acquisitions of Startups by Incumbents: The 3 Cs of Co-Specialization from Startup Inception to Post-Merger Integration\",\"authors\":\"N. N. Brueller, L. Capron\",\"doi\":\"10.1177/0008125621996502\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Facing constant pressures to grow, established firms increasingly harness external innovation by collaborating with and eventually acquiring startups. To succeed in their exit through acquisition, startup firms and incumbents have to master three steps (the “3 Cs”) that enhance the co-specialization with the acquirer: establishing the Complementarity of offerings, generating Customer endorsement, and attracting an acquirer executive Champion. Drawing on a multiple-case, inductive study of seven Israeli startup acquisitions completed by two acquirers from the information and communications technology (ICT) industry, this article illustrates the different approaches pursued by the startup firms and their acquirers to succeed in managing pre- and post-acquisition processes.\",\"PeriodicalId\":9605,\"journal\":{\"name\":\"California Management Review\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":6.3000,\"publicationDate\":\"2021-03-07\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://sci-hub-pdf.com/10.1177/0008125621996502\",\"citationCount\":\"6\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"California Management Review\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://doi.org/10.1177/0008125621996502\",\"RegionNum\":2,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q1\",\"JCRName\":\"BUSINESS\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"California Management Review","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1177/0008125621996502","RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"BUSINESS","Score":null,"Total":0}

引用次数: 6

摘要

面对不断增长的压力，成熟企业越来越多地通过与初创企业合作并最终收购它们来利用外部创新。为了通过收购成功退出，初创公司和现有公司必须掌握三个步骤(“3c”)，以加强与收购方的共同专业化:建立产品的互补性，获得客户的认可，并吸引收购方的高管冠军。本文通过对以色列七家由信息通信技术(ICT)行业的两家收购方完成的初创企业收购的多案例归纳研究，阐述了初创企业及其收购方在成功管理收购前和收购后过程中所采用的不同方法。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

查看原文本刊更多论文

Acquisitions of Startups by Incumbents: The 3 Cs of Co-Specialization from Startup Inception to Post-Merger Integration

Facing constant pressures to grow, established firms increasingly harness external innovation by collaborating with and eventually acquiring startups. To succeed in their exit through acquisition, startup firms and incumbents have to master three steps (the “3 Cs”) that enhance the co-specialization with the acquirer: establishing the Complementarity of offerings, generating Customer endorsement, and attracting an acquirer executive Champion. Drawing on a multiple-case, inductive study of seven Israeli startup acquisitions completed by two acquirers from the information and communications technology (ICT) industry, this article illustrates the different approaches pursued by the startup firms and their acquirers to succeed in managing pre- and post-acquisition processes.

求助全文

通过发布文献求助，成功后即可免费获取论文全文。去求助

来源期刊

California Management Review Multiple-

CiteScore

18.40

自引率

3.00%

发文量

期刊介绍： California Management Review (CMR) serves as a vital link between academia and management practice, offering leading-edge research with practical applications. Edited at UC Berkeley’s Haas School of Business, CMR covers a wide range of management topics, including innovation, strategy, sustainable practices, and human resources. CMR ranks among the top management journals globally, distributing articles through outlets like Harvard Business School Publishing and SAGE Publishing. Focused on bridging academia and practice, CMR ensures that all articles are based on rigorous academic research while providing actionable insights for managers. In addition to regular issues, CMR publishes special issues and sections on relevant topics, often guest-edited by leading faculty. Recent special issues have covered dynamic capabilities, city innovation, big data, and intellectual property management.