Organizational learning gains might therefore outstrip short-term downsides to acquisitions,
especially where differences between managerial teams create the opportunity for synergies and
learning (Krishnan, Miller, & Judge, 1997), or when added value is created through processes
of corporate renewal (Haspeslagh & Jemison, 1991). Barkema and Vermeulen (1998) believe that
acquisitions bring powerful forces of cognitive change because they:
• Engender conflicts that serve to unfreeze cognitive maps, structures, and processes
• Preserve healthy levels of doubt, diversity. and debate
• Increase the cognitive abilities of organization members
Organizational learning gains might therefore outstrip short-term downsides to acquisitions,especially where differences between managerial teams create the opportunity for synergies andlearning (Krishnan, Miller, & Judge, 1997), or when added value is created through processesof corporate renewal (Haspeslagh & Jemison, 1991). Barkema and Vermeulen (1998) believe thatacquisitions bring powerful forces of cognitive change because they:• Engender conflicts that serve to unfreeze cognitive maps, structures, and processes• Preserve healthy levels of doubt, diversity. and debate• Increase the cognitive abilities of organization members
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