TY - JOUR
T1 - The governance of learning
T2 - Carrots, sticks, and stones in acquisition capability development
AU - Schijven, Mario
AU - Kolev, Kalin D.
AU - Haleblian, Jerayr
N1 - Publisher Copyright:
© The Author(s) 2021.
PY - 2021
Y1 - 2021
N2 - 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.
AB - 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.
KW - acquisitions
KW - corporate governance
KW - organizational learning
UR - http://www.scopus.com/inward/record.url?scp=85116040503&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85116040503&partnerID=8YFLogxK
U2 - 10.1177/14761270211027841
DO - 10.1177/14761270211027841
M3 - Article
AN - SCOPUS:85116040503
SN - 1476-1270
JO - Strategic Organization
JF - Strategic Organization
ER -