Now showing 1 - 10 of 10
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Failing to Prepare is Preparing to Fail: Acquisition Load and Forecasting Errors in Acquisition Integration.

2023-09-30 , Tomi Laamanen , Di Bian

Failing to Prepare is Preparing to Fail: Acquisition Load and Forecasting Errors in Acquisition Integration. Strategic Management Society 43rd Annual Conference. Toronto, 30.09.2023 - 03.10.2023

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Playing it Safe: Imitating Peer Aspirations in Setting Synergy Aspirations in Acquisitions

2021 , Bian, Di , Laamanen, Tomi

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The Interrelationship Between the Target and the Acquirer in Acquisitions: A Review and Synthesis

2022 , Bian, Di

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Clarity on Performance - Some limited change. Not radical enough.

2017-09 , Hintermann, Christian , Cloughesy, Kevin , Rosenast, Guido , Antes, Nicolas , Erni, Gina , Laamanen, Tomi , Bian, Di

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Too Many Moving Pieces: Parallel Acquisitions and Forecasting Bias in Acquisition Integration

2022 , Bian, Di

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Composition of Acquisition Sequences: The Effects of Different Types of Acquisition Patterns on Acquirer Performance

2019-10 , Laamanen, Tomi , Zimmermann, Alexander , Bian, Di

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Decision Making in the Pre-Deal Stage of Acquisitions: Toward an Improved Cognitive Perspective

2022-09-19 , Bian, Di

This dissertation examines the influence of cognitive bias on decision-making in the pre-deal stage of acquisitions and consists of three empirical essays. The first essay investigates whether and how managers establish their synergy aspirations for their acquisitions. The findings in this essay indicate that managers tend to imitate their peers synergy targets to simplify their own decision-making and to particularly and strategically downward imitate peer aspirations to drive their stakeholders expectations downward. The second essay examines managerial biases that emerge from a high load of parallel acquisitions. Specifically, it analyses the effect of parallel acquisitions on forecasting errors in integration cost planning. The findings in this second essay indicate that parallel acquisitions result in managerial cognitive overload, which leads to a higher likelihood of cost underestimation. Finally, shifting focus from managerial bias to investor bias in acquisitions, the third essay explores whether investors may oversimplify their acquisition evaluations due to stereotypes. This essay focuses on gender bias against female CEOs and stereotypes regarding female facial attractiveness. The findings in this third essay indicate that investors tend to discriminate against more attractive female CEOs during their acquisition activities. Taken together, the findings in this dissertation contribute to the acquisition literature by underscoring the importance of managers and investors cognitive biases in decision-making in the pre-deal stage of acquisitions.

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When Beauty is Beastly: Facial Attractiveness of Female CEOs and Investor Reactions to Acquisitions

2021 , Bian, Di , Chi, Wei , Haleblian, John , Laamanen, Tomi

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Not all Roads lead to Rome: Different Approaches to Ambidexterity in Acquisition Sequences

2018 , Laamanen, Tomi , Zimmermann, Alexander , Bian, Di

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Transformation Champions - Turning Opposites into Complements

2020-09 , Marckstadt, Fabian , Dimke, Marc , Laamanen, Tomi , Bian, Di , Isenring-Szabó, Kata , Ates, Yasemin , Heil, Sebastian , Schwucht, Clara , Gnan, Nicholas , Neubauer, Philipp , Barras, Noémie , Eidenmueller, Nicolas

This report on business transformation is intended for organizations looking to reinvent themselves – not just once in response to the crisis, but constantly, to stay alert, resilient and competitive. In a joint study with Deloitte Germany, we have engaged with over 150 companies and senior executives in the DACH region to identify those management practices that differentiate organizations with breakthrough transformation performance, and refer to these as “transformation champions”. By turning opposites into complements, we have identified seven management practices that can increase your chances of success.