Parallel Learning Pathways, Applied Integration Rules, and Performance in Acquisitions

Abstract

We draw upon theories of organizational learning to examine multiple learning pathways contributing to distinct manifestations that help managers to navigate through acquisition integration by rules. Although research suggests that performance improves through either codification or routines, the combined effects of these sources of learning have rarely been investigated. Thus, we aim to untangle the emergence of parallel leaning pathways, their corresponding manifestations in rules, and their joint performance effects. Findings are largely consistent with our theoretical predictions: (1) learning pathways manifest in organizations through rules improving performance (2) routines fosters both, human and functional integration rules, while (3) codification fosters only functional integration rules. Our theoretical framework was tested empirically across a sample of 113 acquirers in the German-speaking part of Central Europe. The result of our study supports the demand for a more integrative perspective on learning pathways in rare strategic events.