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Need an account? Click here to sign up. Download Free PDF. A Bird in the Hand or Two in the Bush? Related Papers. Do high technology acquirers become more innovative? Cross-border acquisitions of science-based firms: Their effect on innovation in the acquired firm and the local science and technology system. International Journal of Organizational Analysis Mergers and acquisitions in the hightech industry: a literature review. Antecedents of knowledge transfer in acquisitions. European Management Journal Vol.

All rights reserved. Printed in Great Britain doi They are often motivated by firm onto their own asset base Puranam, We argue sitions arises from creating organizational linkages that these are conflicting objectives; a trade-off through post-merger integration between the comp- between short and long-term performance arises lementary capabilities of established firms and because acquisition integration has opposite effects entrepreneurial start-ups.

However, our research sug- tional integration, Product development gests that these may be conflicting motives. However, creating strong organizational linkages In recent years, many leading companies in the infor- simultaneously disrupt the product development mation technology sector, including household capabilities of the target, resulting in a longer time- names like Microsoft, Intel, Lucent, Hewlett-Packard, to-market for products immediately after the acqui- Sun Microsystems, IBM and Cisco Systems, have sition.

In other words, developing fertile product made acquisitions of small technology-based firms to pipelines and meeting immediate time to market complement their internal product development pressures are inconsistent goals; the former depends efforts.

Will the team stick around? Will there be a next generation product? Consistent with our expectations, we found that following a high integration strategy leng- Thus, time-to-market with products from the acqui- thens the time-to-market of the first product after sition, as well as a fertile pipeline of future products acquisition, but results in more frequent subsequent are both important motives in technology grafting product launches � a richer product pipeline.

Con- acquisitions. For example, Cisco Systems has an extensive set of complementary assets that aid commercializ- Acquisitions ation � a distribution network, brand equity and installed base, and a standardized New Product In over 30 interviews with corporate development Introduction process that enables relatively smooth managers across seven large acquirers in the IT transitions from prototype to market.

As one senior manager from Symantec put it: brand name, distribution channels, sales force, manu- facturing etc. The trade-off lies in the fact people and proven products that can meet market that organizational integration also disrupts the demands and generate technological throw-offs for the capacity for innovation of the target firm. We look at startups if we are too far behind competitors to take the time to build from scratch.

Post-acquisition integration involves the alignment of incentives and the creation of communication chan- At the same time, acquirers also see acquisitions as a nels by breaking down the internal boundaries between target and acquirer. Eventually, the objec- means to develop product pipelines beyond meeting immediate time-to-market pressures- the birds in the tive is to create a shared culture between them, so that the target and acquirer are truly a single organi- bush are also important.

As one manager from Cisco Systems said: zation Haspeslagh and Jemison, Increasing the level of organizational integration increases the Usually we purchase a specific piece of technology or a likelihood that new product ideas arising from the product. Further, the benefits of organizational integration i.

This implies that the disruption effects of integration are manifested mainly in the period immediately following the acquisition, and then decline Figure 2.

Combining the arguments for the costs and benefits of integration, we can see why there is a trade-off between short-term time-to-market and long-term subsequent product pipeline development perform- ance.

It Therefore, all else being equal, higher integration may asymptotically approach the linkage strength for a comparable decreases the chances of a speedy first product launch internal development project. However, organizational integration also results in If no product is launched after an acquisition, it could significant organizational disruption.

First, the dissol- be because the product development capabilities of ution of the target firm as a distinct organizational the target have been disrupted to a point below the unit also implies that it becomes more difficult to threshold, or because of the failure of the acquirer measure its performance independent of other to link its commercialization capabilities to the target organizational units within the acquirer.

This opment capabilities of the target firm lie above the reduction in incentive intensity will likely result in productivity threshold Figure 1. Subsequent pro- decreased effort. Second, highly-talented engineers duct launches will then occur if the acquirer is able are often attracted to smaller organizations because to commercialize the product pipeline of the target.

The effect is ment capacity Zenger, Third, the change pro- strengthened by the fact that subsequent product cesses involved in organizationally integrating the pipeline development occurs later, allowing coordi- target firm with the acquirer may also disturb the routine functioning of the target firm, thus endangering the chances of bringing its products speedily to market.

While some minimum level of disruption would occur automatically with acquisition irrespective of the level of integration chosen, in general, the disrup- tive effects increase with the level of integration. Thus, greater integration lowers the likelihood that new product development projects will be generated by the target firm.

However, unlike the benefits of strength- bilities increases with the level of integration relative to that of a ened organizational linkages that accrue from follow- standalone firm but after an initial period, reaches a new steady ing a high organizational integration approach, dis- state.

If the product development capabilities of the target firm are ruption is likely to be a one-time effect. Once the disrupted below a threshold level the productivity threshold, e. The continued All else being equal, higher integration increases the appearance of the target firm in the CORPTECH data- number and frequency of subsequent products in a base published in the second year after the acqui- technology-grafting acquisition.

The results indicate that with a high integration To systematically study the relationships between approach, the launch of the first product after the time-to-market, product pipeline development and acquisition is delayed, or may never happen if the dis- organizational integration, we collected data on tech- ruption effects push the targets product development nology acquisitions in the US IT hardware industries.

In our sample, This sector is often cited as being extremely active in of acquisitions, acquisitions were fully organi- acquisitions of entrepreneurial firms by established zationally integrated into the acquirer. Of these, only firms for their technology Business Week September 26 The sector also con- acquisition. In contrast, of the acquisitions that tains the company that is most prolific in making involved lower levels of organizational integration, 47 technology-grafting acquisitions � Cisco Systems targets 46 per cent produced at least one product and we invested considerable effort in understanding after the acquisition.

Acquiring of product launches , our statistical modeling suggests firms were selected from manufacturing industries that a low integration approach shortens the time-to- connected to computing and communications. The market of the first product by about half. These criteria identified established firms in these indus- tries. The acquirers had made at least one acquisition motivated primarily by obtaining technology of a tar- get that was an independent firm as opposed to a divestment , had less than employees at the time of the acquisition.

We could obtain data on acqui- sitions by 49 acquirers. Our product launch data con- sisted of the counts and dates of products announced by the acquirer in the trade press. Trade journals that The situation is significantly different when examin- cover the IT industry usually mention the acquisition ing subsequent product launches, conditional on the that laid the foundation for a current product launch.

Of the 73 target firms that launched at least the Time-to-market of the first product after the acqui- first product, 26 or only 35 per cent had undergone sition was simply the number of days between the a high level of organizational integration. About 17 acquisition announcement and the announcement of of these 26 targets, however, that is two out of three the first product, while subsequent product pipeline of them generated one or more subsequent products.

In terms of hazard rates, our results indi- each acquisition into high integration and low inte- cate that a high integration approach raises the speed gration categories. These two integration approaches of launching subsequent products by as much as two represent two extreme alternatives in post- and a half times.

Thus, conditional on the first pro- acquisition integration � either the target firm is duct, subsequent product launches occur in quick organizationally absorbed into the acquirer and loses succession with a high organizational integration its distinctive entity as an administrative unit, or it is approach. With a low integration approach, the first preserved as a distinct organizational entity within product launch takes place relatively soon after the the merged firm.

To measure the level of integration, acquisition, but subsequent product launches are few we examined the CORPTECH database in the first and far between. Thus, organizational integration of European Management Journal Vol.

Time-to-mar- nation benefits. We conclude that time-to-market and ket immediately after the acquisition, and the fre- subsequent product pipeline development can be quency of subsequent product launches pipeline antithetical motives. Fundamentally, our results development appear to be conflicting objectives, as reiterate the axiom that there is no free lunch.

Acquir- adopting a high integration approach favors the latter ing a small firm with a product that has advanced but not the former. Figure 3 shows the overall pattern beyond proof of concept may alleviate problems such of results from the analysis we conducted to examine as fear of cannibalization and lack of incentive inten- the relationship between organizational integration, sity faced in internal development efforts and time-to-market of the first product, as well as sub- Chesbrough, , but these gains are at least partly sequent product pipeline development.

Our results also suggest implications for current managerial practice.

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Selected and arranged by the author, and with a new introduction by novelist David Mitchell, How To Be Invisible presents the lyrics of Kate Bush published together for the first time.

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In other words, art. He gets involved in hunting, farming, gold mining, fights, and experiences his first love. His character is developed by the Australian landscape and its rugged, straightforward people. From there emerges a tough Lawrentian hero. David Herbert Lawrence was an English novelist, poet, playwright and literary critic, one of the key writers of the early twentieth century, most famous for his criticism of rationalism and industrialization.

Set in Western Australia, the book covers a few years in the life of Jack Grant, who has been sent by his parents to make a new life in the pioneering colony.

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At once magisterial in scope and alive with telling, wry detail, The Bush lets us see our landscape and its inhabitants afresh, examining what we have made, what we have destroyed, and what we have become in the process. No one who reads it will look at this country the same way again. There is no dull page or even lifeless sentence between its covers and my urge is that if anyone wants a full blast of what Australia is, was, or might be, thrust The Bush into their hands.

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