The governance of learning: Carrots, sticks, and stones in acquisition capability development

Mario Schijven, Kalin D. Kolev, Jerayr Haleblian

Research output: Contribution to journalArticlepeer-review

Abstract

A growing literature suggests that deliberate, cognitive effort is necessary for learning to occur in the context of complex strategic activities. However, given increasing pressure for short-term results, it remains unclear what motivates management to actually invest such effort in learning, which benefits performance primarily in the longer term. To help fill this gap in our understanding of the motivational mechanisms behind organizational learning, we theorize whether and how corporate governance mechanisms push management toward more effective learning from its firm’s acquisition experience. Using data on U.S. firms’ acquisitions from 1996 through 2012, we find considerable support for our arguments.

Original languageEnglish (US)
Pages (from-to)330-358
Number of pages29
JournalStrategic Organization
Volume22
Issue number2
DOIs
StatePublished - May 2024

Keywords

  • acquisitions
  • corporate governance
  • organizational learning

ASJC Scopus subject areas

  • Business and International Management
  • Education
  • Industrial relations
  • Strategy and Management

Fingerprint

Dive into the research topics of 'The governance of learning: Carrots, sticks, and stones in acquisition capability development'. Together they form a unique fingerprint.

Cite this