Purpose

Drawing on organizational design theory and organizational learning theory, this paper aims to examine component technology (CT) and the interaction between CT and experiential learning (EL) effects on the degree of integration (DI) of cross-border technological acquisitions.

Design/methodology/approach

Using a sample of 267 firms consisting of 229 acquirer firms who started cross-border technological acquisitions from developed economies and 38 acquirer firms who initiated cross-border technological acquisitions from emerging economies over the period of 1993–2016, this study adopts a value chain framework to measure the acquirers’ acquisition integration degree for the investigation of the effects of CT and the interaction between CT and EL.

Findings

First, this paper finds CT in cross-border technological acquisitions exerting a positive influence on the acquirer firm’s likelihood of the DI implementation, in line with the organizational design theory. Second, in view of organizational learning theory, this study finds EL and the combined effect of CT and EL to have an inverse influence on the DI.

Practical implications

The results imply that the moderating role of EL significantly optimizes decision choices for an acquirer firm for integration implementation strategies in the form of DI, such as full integration (structural integration), partial integration and no integration (structural separation), which appears to be crucial for cross-border technological acquisitions.

Originality/value

This study contributed to international business strategies by shedding light on the importance of the DI for an acquirer firm that undertakes a cross-border technological acquisition with a CT target firm. This study explains why structural integration might be necessary in cross-border technological acquisitions regardless of the costs of disruption it imposes, as well as the contexts in which it becomes less important or unnecessary. The study disclosed that the increase in the likelihood of DI because of CT depends on the EL of the acquisition company in the host country environment and fluctuates with the prior acquisition knowledge and EL of the host country. Combining two cross-border technological acquisition’s literature streams, such as CT and EL, this study enlightens the importance of organizational learning theory and theory of organization design strategic direction making on acquisition integration implementation strategies.

中文翻译：

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释放协同效应：探索体验式学习和组件技术对跨境技术收购整合实施策略的影响

目的

本文借鉴组织设计理论和组织学习理论，旨在研究组件技术（CT）以及CT与体验式学习（EL）之间的相互作用对跨境技术收购的整合程度（DI）的影响。

设计/方法论/途径

本研究以 267 家公司为样本，其中 229 家收购方公司在 1993 年至 2016 年期间向发达经济体发起跨境技术收购，38 家收购方公司向新兴经济体发起跨境技术收购。衡量收购者的收购整合程度，以考察CT的影响以及CT与EL的交互作用。

发现

首先，本文发现跨境技术收购中的CT对收购方实施DI的可能性产生积极影响，这与组织设计理论相一致。其次，从组织学习理论来看，本研究发现EL以及CT和EL的综合效应对DI产生反向影响。

实际影响

结果表明，EL 的调节作用显着优化了收购方以 DI 形式实施整合战略的决策选择，例如完全整合（结构性整合）、部分整合和不整合（结构性分离），这似乎是对于跨境技术收购至关重要。

原创性/价值

这项研究通过阐明 DI 对于与 CT 目标公司进行跨境技术收购的收购方公司的重要性，为国际商业战略做出了贡献。这项研究解释了为什么结构整合在跨境技术收购中可能是必要的，无论其带来的破坏成本如何，以及在何种情况下结构整合变得不那么重要或不必要。研究表明，由于CT而导致DI的可能性增加取决于收购公司在东道国环境中的EL，并随着东道国先前的收购知识和EL而波动。本研究结合CT和EL这两个跨境技术收购文献流，揭示了组织学习理论和组织设计战略方向制定理论对收购整合实施策略的重要性。