Date of Award

8-2023

Document Type

Dissertation

Degree Name

Ph.D.

Organizational Unit

Daniels College of Business

First Advisor

Daniel Baack

Second Advisor

Lisa M. Victoravich

Third Advisor

Aaron Duncan

Keywords

Merger and acquisition (M&A) transaction, Organizational learning theory, Dynamic capabilities theory

Abstract

Existing M&A and organizational learning theory research suggests the firm can develop expertise in M&A process execution with each successive M&A transaction experience. The ability to align, assimilate and exploit this learning to build acquisition capability over time aligns with the dynamic capabilities theory. This study inductively explores how the firm learns from previous acquisition experience and continuously improves its M&A process capability. While there are three dimensions of dynamic capabilities, this study focuses on the Sensing dimension – identifying opportunities and threats meeting the demands of an ever-evolving business environment. Experienced M&A professionals suggest essential factors considered consequential to improving the dynamic internal process of executing M&A transactions. The goal is to build acquisition capability that enhances the firm’s ability to improve M&A performance. This research argues that knowledge derived from the effective implementation of the M&A process is as much a strategic variable as the transaction itself.

Copyright Date

8-2023

Copyright Statement / License for Reuse

All Rights Reserved
All Rights Reserved.

Publication Statement

Copyright is held by the author. User is responsible for all copyright compliance.

Rights Holder

Chauntel R. Graves

Provenance

Received from ProQuest

File Format

application/pdf

Language

English (eng)

Extent

89 pgs

File Size

757 KB

Discipline

Business administration, Management, Accounting

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Available for download on Friday, September 12, 2025



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