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The Handbook of Mergers and Acquisitions$
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David Faulkner, Satu Teerikangas, and Richard J. Joseph

Print publication date: 2012

Print ISBN-13: 9780199601462

Published to Oxford Scholarship Online: September 2012

DOI: 10.1093/acprof:oso/9780199601462.001.0001

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Knowledge Management in Mergers and Acquisitions

Knowledge Management in Mergers and Acquisitions

Chapter:
(p.454) Chapter 18 Knowledge Management in Mergers and Acquisitions
Source:
The Handbook of Mergers and Acquisitions
Author(s):

Sajjad M. Jasimuddin

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199601462.003.0018

This chapter stresses the importance of knowledge management for mergers and acquisitions (M&As), a popular strategy of survival and growth that is believed to enhance a firm’s competitive advantage over its rivals. Cross-border M&As is a widely used mode of market entry, which constitutes a large share of global FDI flows entry into a host country. While in the 21st century, managing knowledge is increasingly recognized as being a critical strategic task for an organization, the literature on knowledge management in M&A activity is relatively limited. Although M&As in many cases fail to deliver satisfactory results, knowledge management is a strategically important tool for M&As’ success. The chapter aims to elaborate the role of knowledge management in the M&A context, and to identify the factors that facilitate its implementation in M&As, suggesting that the effective implementation of knowledge management in an amalgamated firm can help explore and exploit knowledge in a post-M&A situation.

Keywords:   competitive advantage, knowledge management, mergers and acquisitions, organizational growth, organizational knowledge, strategy

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