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Mario Schijven
Mario Schijven
Assistant Professor of Business Administration, University of Illinois at Urbana-Champaign
Verified email at illinois.edu
Title
Cited by
Cited by
Year
How do firms learn to make acquisitions? A review of past research and an agenda for the future
HG Barkema, M Schijven
Journal of Management 34 (3), 594-634, 2008
6862008
Toward unlocking the full potential of acquisitions: The role of organizational restructuring
HG Barkema, M Schijven
Academy of management journal 51 (4), 696-722, 2008
4942008
Manifestations of higher-order routines: The underlying mechanisms of deliberate learning in the context of postacquisition integration
KH Heimeriks, M Schijven, S Gates
Academy of Management Journal 55 (3), 703-726, 2012
3242012
Fuzzy logic and the market: A configurational approach to investor perceptions of acquisition announcements
JT Campbell, DG Sirmon, M Schijven
Academy of Management Journal 59 (1), 163-187, 2016
2872016
Mergers and acquisitions: Overcoming pitfalls, building synergy, and creating value
MA Hitt, D King, H Krishnan, M Makri, M Schijven, K Shimizu, H Zhu
Business Horizons, 2009
2302009
The vicarious wisdom of crowds: toward a behavioral perspective on investor reactions to acquisition announcements
M Schijven, MA Hitt
Strategic Management Journal 33 (11), 1247-1268, 2012
2142012
Concurrent learning: How firms develop multiple dynamic capabilities in parallel
CB Bingham, KH Heimeriks, M Schijven, S Gates
Strategic Management Journal 36 (12), 1802-1825, 2015
2132015
Creating value through mergers and acquisitions: Challenges and opportunities
MA Hitt, DR King, H Krishnan, M Makri, M Schijven, K Shimizu, H Zhu
Oxford university press, 2012
1082012
Cognition and human capital: the dynamic interrelationship between knowledge and behavior
RA Brymer, MA Hitt, M Schijven
392011
The governance of learning: Carrots, sticks, and stones in acquisition capability development
M Schijven, KD Kolev, J Haleblian
Strategic Organization 22 (2), 330-358, 2024
122024
Event-study methodology in the context of M&As: A reorientation
JS Harrison, M Schijven
The Routledge companion to mergers and acquisitions, 221-241, 2015
112015
When not one of the crowd: The effects of CEO ideological divergence on lobbying strategy
M Nalick, S Kuban, JW Ridge, A Zardkoohi, L Bierman, M Schijven
Journal of Management 49 (3), 1106-1139, 2023
92023
Unmasking firms’ political ideological associations
MS Nalick, S Kuban, M Schijven, K Xu
Academy of Management Proceedings 2014 (1), 16420, 2014
52014
The good, the bad, and the fuzzy: A configurational approach to acquisitions
JT Campbell, D Sirmon, M Schijven
Academy of Management Proceedings 2013 (1), 14950, 2013
42013
CAUTION OR CAUSATION: THE UNDERLYING MECHANISMS OF DELIBERATE LEARNING IN THE CONTEXT OF POST-ACQUISITION INTEGRATION.
K Heimeriks, M Schijven
Academy of Management Proceedings 2009 (1), 1-6, 2009
42009
CURING THE FIRM'S INDIGESTION: ORGANIZATIONAL RESTRUCTURING AND THE DYNAMICS OF ACQUISITION PERFORMANCE.
M Schijven
Academy of Management Proceedings 2005 (1), M1-M6, 2005
32005
The governance of learning: carrots and sticks in the context of acquisition capability development
M Schijven, JM Haleblian, KD Kolev
Academy of Management Proceedings 2017 (1), 13837, 2017
22017
Capability building in corporate development departments: Structure and experience transfer
K Heimeriks, M Schijven
Academy of Management Proceedings 2015 (1), 18504, 2015
22015
EXPERIENCE HOMOGENEITY OR EXPERIENCE HETEROGENEITY? A STEPWISE APPROACH TO ACQUISITION CAPABILITY DEVELOPMENT.
M Schijven
Academy of Management Proceedings 2006 (1), X1-X6, 2006
22006
Thirty-three years after “managing acquisitions”: reflections, insights, and research directions
M Schijven, KH Heimeriks, ME Graebner, P Haspeslagh, W Mitchell
Forthcoming in Strategic Management Review, 2024
12024
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