Acquisition integration capabilities and organizational design
研究企业如何通过收购经验发展整合能力，发现隐性知识和显性知识在不同组织设计下对收购成功的影响路径不同，有助于解释现有研究的矛盾结论。
Research has yet to explain how firms with acquisition experience can improve their success with acquisitions. With a multi-national sample, we study how acquisition experience can lead to integration capabilities that impact acquisition outcomes. We argue that different types of knowledge (tacit or explicit) and organizational designs (more centralized vs. less centralized) influence the development of integration capabilities. We demonstrate that tacit and explicit knowledge provide multiple paths to acquisition success for acquiring firms, and this can explain conflicting findings in existing research. More specifically, less centralized organizational designs lower the effectiveness of tacit knowledge in developing an integration capability, but centralization is effective for explicit knowledge. Additional implications for management research and practice are provided.