Abstract
This chapter summarizes key findings and critically reflects on how they help us to move forward. Adopting an umbrella construct perspective helps to nuance the meanings of broad, complex, and inherently ambiguous phenomenon. Umbrella constructs are ambiguous as the phenomena they measure are themselves complex and ambiguous. This chapter does not advocate for a reductionist approach. It emphasizes the importance of clarity in balancing creativity and precision in construct measurement. Besides identifying additional umbrella constructs in the field, we discuss the influence of an umbrella construct perspective upon the dialog across domains and upon the development of the field. Umbrella constructs may serve to explore new phenomena, to identify new facets of known phenomena and coagulate attention from different domains.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Abell, D. F. (1978). Strategic windows: The time to invest in a product or market is when a ‘strategic window’ is open. Journal of Marketing,42(3), 21–26.
Alvesson, M., & Kärreman, D. (2001). Odd couple: Making sense of the curious concept of knowledge management. Journal of Management Studies,38(7), 995–1018.
Angwin, D. (2004). Speed in M&A integration: The first 100 days. European Management Journal,22(4), 418–430.
Bauer, F., & Matzler, K. (2014). Antecedents of M&A success: The role of strategic complementarity, cultural fit, and degree and speed of integration. Strategic Management Journal,35(2), 269–291.
Boyd, B. K., Gove, S., & Hitt, M. A. (2005). Construct measurement in strategic management research: Illusion or reality? Strategic Management Journal, 26(3), 239–257.
Corvelléc, H. (2018). Stories of achievements: Narrative features of organizational performance. New York: Routledge.
Cronin, B. (1982). Norms and functions in citation: The view of journal editors and referees in psychology. Social Science Information Studies,2(2), 65–77.
Gherardi, S., & Strati, A. (1988). The temporal dimension in organizational studies. Organization Studies,9(2), 149–164.
Haleblian, J., Devers, C. E., McNamara, G., Carpenter, M. A., & Davison, R. B. (2009). Taking stock of what we know about mergers and acquisitions: A review and research agenda. Journal of Management,35(3), 469–502.
Haspeslagh, P. C., & Jemison, D. B. (1991). Managing acquisitions: Creating value through corporate renewal. New York: Free Press.
Hirsch, P. M., & Levin, D. Z. (1999). Umbrella advocates versus validity police: A life-cycle model. Organization Science,10(2), 199–212.
Jemison, D. B., & Sitkin, S. B. (1986). Corporate acquisitions: A process perspective. Academy of Management Review, 11(1), 145–163.
King, D. R., & Schriber, S. (2016). Addressing competitive responses to acquisitions. California Management Review,58(3), 109–125.
King, D. R., Bauer, F., & Schriber, S. (2018). Mergers and acquisitions: A research overview. Oxon: Routledge.
King, D. R., Dalton, D. R., Daily, C. M., & Covin, J. G. (2004). Meta-analyses of post-acquisition performance: Indications of unidentified moderators. Strategic Management Journal,25(2), 187–200.
Laamanen, T., & Keil, T. (2008). Performance of serial acquirers: Toward an acquisition program perspective. Strategic Management Journal,29(6), 663–672.
Larsson, R., & Finkelstein, S. (1999). Integrating resource strategic, organizational, and perspectives mergers acquisitions: A case survey of synergy realization. Organization Science,10(1), 1–26.
Lubatkin, M., & Shrieves, R. E. (1986). Towards reconciliation of market performance measures to strategic management research. Academy of Management Review,11(3), 497–512.
Meglio, O., & Risberg, A. (2010). Mergers and acquisitions—Time for a methodological rejuvenation of the field? Scandinavian Journal of Management, 26(1), 87–95.
Meglio, O., & Risberg, A. (2011). The (mis) measurement of M&A performance—A systematic narrative literature review. Scandinavian Journal of Management,27(4), 418–433.
Meglio, O., & Risberg, A. (2012). Are all mergers and acquisitions treated as if they were alike? A review of empirical literature. In Advances in mergers and acquisitions (pp. 1–18). Bingley: Emerald Group Publishing.
Meglio, O., King, D. R., & Risberg, A. (2017). Speed in acquisitions: A managerial framework. Business Horizons,60(3), 415–425.
Mintzberg, H., & Waters, J. A. (1985). Of strategies, deliberate and emergent. Strategic Management Journal,6(3), 257–272.
Muehlfeld, K., Sahib, P. R., & van Witteloostuijn, A. (2012). A contextual theory of organizational learning from failures and successes: A study of acquisition completion in the global newspaper industry, 1981–2008. Strategic Management Journal,33(8), 938–964.
Oh, J. H., Peters, L. D., & Johnston, W. J. (2014). Who’s acquiring whom?—Experimental evidence of firm size effect on B2B mergers and marketing/sales tasks. Industrial Marketing Management,43(6), 1035–1044.
Örtenblad, A. (2010). Odd couples or perfect matches? On the development of management knowledge packaged in the form of labels. Management Learning, 41(4), 443–452.
Pehrsson, A. (2006). Business relatedness and performance: A study of managerial perceptions. Strategic Management Journal,27(3), 265–282.
Pfeffer, J. (1993). Barriers to the advance of organizational science: Paradigm development as a dependent variable. Academy of Management Review,18(4), 599–620.
Riad, S., & Daellenbach, U. (2019). Varieties of Value in Mergers and Acquisitions: Time for a New Research Agenda. In Advances in mergers and acquisitions (pp. 125–138). Bingley: Emerald Group Publishing.
Risberg, A., King, D. R., & Meglio, O. (Eds.). (2015). The Routledge companion to mergers and acquisitions. Oxford: Routledge.
Rouzies, A., Colman, H. L., & Angwin, D. (2019). Recasting the dynamics of post-acquisition integration: An embeddedness perspective. Long Range Planning,52(2), 271–282.
Smit, H. T. J., & Moraitis, T. (2010). Serial acquisition options. Long Range Planning,43(1), 85–103.
Suddaby, R. (2010). Editor’s comments: Construct clarity in theories of management and organization. Academy of Management Review,35(3), 346–357.
Søderberg, A. M., & Vaara, E. (2003). Merging across borders: People, cultures and politics. Copenhagen: Copenhagen Business School Press.
Teerikangas, S., & Very, P. (2006). The culture-performance relationship in M&A: From yes/no to how. British Journal of Management,17(S1), S31–S48.
Vermeulen, F. (2005). On rigor and relevance: Fostering dialectic progress in management research. Academy of Management Journal,48(6), 978–982.
Warriner, C. K., Hall, R. H., & McKelvey, B. (1981). The comparative description of organizations: A research note and invitation. Organization Studies,2(2), 173–175.
Zollo, M., & Meier, D. (2008). What is M&A performance? Academy of Management Perspectives, 22(3), 55–77.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
Copyright information
© 2020 The Author(s)
About this chapter
Cite this chapter
Meglio, O., Schriber, S. (2020). Umbrella Constructs and the Progress of the Merger and Acquisition Field. In: Mergers and Acquisitions. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-40459-8_7
Download citation
DOI: https://doi.org/10.1007/978-3-030-40459-8_7
Published:
Publisher Name: Palgrave Macmillan, Cham
Print ISBN: 978-3-030-40458-1
Online ISBN: 978-3-030-40459-8
eBook Packages: Business and ManagementBusiness and Management (R0)