276
277 Barney causal ambiguity path dependence Grant mergers and acquisitions Google Apple AdMob restructuring Lubatkin Barton & Sherman Baker & Bresnehan Chatterjee Singh & Mogomery Walter & Barney Anand & Singh Hennart & Reddy high-tech sector
278 Grandstrand & Sjolander Chaudhuri & Tabrizi Frick & Torres Ranft & Lord Graebner et al Inkpen et al Silicon Valley information technology industry Chatterjee Graebner et al acquisition and development A&D Goldblatt Bunnel Paulson Ramaswamy Sachitanand & Puliyenthuruthel Young Nortel Networks Ericsson Lucent Technologies Mayer & Kenny Lazonick & March A&D A&D
279 retention rate Song et al Silicon Valley O Reilly Thurm Hochmuth Schleier Mayer & Kenny Drexhage March & Simon A&D A&D A&D Yin A&D
280 A&D A&D strategic fit Shelton target identification Datta Hambrick & Cannella Larsson & Finkelstein, A&D A&D A&D A&D A&D A&D
281 A&D A&D start-ups research and development mergers and acquisitions exploitation exploration March Hagedoorn Andriopoulos & Lewis March Tushman & O Reilly A&D Ferrary A&D Ferrary A&D
282 Epstein Li Leonard Bosack Sandy Learner Bosack Learner router LAN high-end router web site management tool internet appliance network management software networking provider
283 1) gateway Wide Area Network LAN MAC LAN LAN Cut-Through Packet Store-and-Foreward LAN Set-Top Boxes
284 net sales 2) John Morgridge John Chambers John Morgridge time-to-market John Chambers John Morgridge John Chambers Wang Laboratoris Inc IBM John Chambers John Chambers Anderson et al Smith
285 Crescendo Communications Chatman et al Rifkin Chatman et al John Chambers A&D McJunkin et al McKinsey Quarterly John Chambers Schleier John Chambers James
286 real option Warner & Fairbank John Chambers Sachitanand & Puliyenthuruthel Byrne Sachitanand & Puliyenthuruthel Schleier John Chambers Levy Inkpen et al
287 Mayer & Kenney Tempest et al Mayer & Kenney Network World Middle East Wall Street Journal Thurm Cerent ID business unit Mayer & Kenney mergers & acquisition unit O Reilly & Pfeffer Scheinman Olaf de John Chambers
288 task force Ewers John Chambers Rifkin chemistry Schleier routinized Ewers Mayer & Kenney target identification due diligence post-acquisition integration A&D rule O Reilly & Pfeffer
289 signal portfolio business unit O Reilly & Pfeffer business unit BDG-business development group road map BDG Brueller & Capron executive level executive sponsor executive sponsor business unit Ewers strategic fit
290 O Reilly & Pfeffer screening criteria 3) screening criteria support organization chemistry main cites due diligence process organizational health goals and
291 aspirations Mckinsey Quarterly Ramaswamy character and quality Human Relations vice president Mimi Gigoux Myer & Kenney O Reilly & Pfeffer executive sponsor BDG human relations HR due diligence process
292 valuation Chief Strategy Officer Michael Volpi O Reilly BDG merger and acquisition unit acquisition integration unit BDG integration manager integration team Brueller & Capron
293 integration team Mayer & Kenney buddy system O Reilly & Pfeffer integration team Brueller & Capron
294 4) Target Identification Due Diligence Integration Planning Announcement and Closing Period BDG BU s BDG BU s HR Executive Sponsor Integration Team BDG BU HR Sales Marketing Public Relations Integration Team Post-acquisition Integration Process Integration Team A&D A&D
295 A&D A&D executive level executive sponsor task force A&D managerial commitment attention Hitt et al A&D interaction Inkpen et al cultural similarity shared vision social aspect cultural clashes Chatterjee et al Knilans Inkpen et al
296 Eisenhardt formalized Ewers Zollo & Singh acquisition process documentation learning by experience A&D A&D A&D
297 proxy
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304 The Journal of Intellectual Property Vol.7 No.4 December 2012 An Exploratory Study on the Factors Influencing Successful A&D(Acquisition and Development) Strategy Implementation: The Case of Cisco Systems Woojin Yoon, Sung Hee Hong Abstract Focusing on Cisco Systems s case, this study demonstrates the successful drivers of A&D (acquisition and development) strategy implementation. The case analysis reveals that Cisco System s success is due to the factors such as foundation of M&A unit, continuous interaction with target firms managers, effective target identification, prompt PMI process in action, and formalization of acquisition process. Keywords Cisco, acquisition and development, M&A, knowledge acquisition, knowledge asset