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Purpose – The purpose of this paper is to examine the effects of international acquisition activities on performance and its role in innovation build‐up in developing countries. Design/methodology/approach – A case study was used to understand the deep integration process of acquisition process. The theory behind the study is the relationship of innovation management and merger and acquisition activities. Findings – Acquiring a company with higher technologies has more risks and it requires the acquiring company to master a fast learning capability. The key to a successful international technology acquisition for a developing country is to leverage technology dynamics and build up a high‐level learning capability to absorb tacit knowledge. Research limitations/implications – An in‐depth case study was adopted. Further quantitative research may be needed to test our research outcome here. Practical implications – The case study may provide valuable reference for the companies aiming to catch up via international acquisition in the developing countries. Originality/value – First, this paper is to enrich literature on acquisition research from a technological perspective. Second, fast learning capability, especially the capability to absorb tacit knowledge, is the key to a successful acquisition when a lagging‐behind company in the developing country wants to catch up a leading one.
Journal of Science and Technology Policy in China – Emerald Publishing
Published: Jul 23, 2010
Keywords: International business; Acquisitions and mergers; Developing countries; China; Tacit knowledge
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