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Alliances & Mergers

Addressing Competitive Responses to Acquisitions

David King, Svante Schriber

ArticleIn-Depth
Abstract
Competitive retaliation is a significant constraint to merger and acquisition performance that has largely been overlooked by management research. This article employs competitive dynamics theory to explore how acquisition characteristics impact the risk of competitor retaliation. It then outlines different tactics that acquiring firms can use to reduce competitor awareness, motivation, and capability associated with retaliation. It provides managers with a path to improving acquisition performance and also opens new avenues for research.
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Spring 2016

Volume 58
Issue 3


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California Management Review

Published at Berkeley Haas for more than sixty years, California Management Review seeks to share knowledge that challenges convention and shows a better way of doing business.

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