Abstract: Prior research on mergers and acquisitions (M&As) has neglected customer reactions to them for a long time. In this article, we examine the effect of corporate associations of the acquiring company and the acquired company on consumer product responses to predict post-acquisition performance. We conducted three experiments in three different industries of horizontal M&A. The results fill the gap of current M&A literature.

Abstract: This paper analyzes Kiehl’s competitive advantage through theoretical insights from community-based strategy, and explains how Kiehl’s value creation emerges from the specific interactions that the firm establishes with particular communities. A postmodern societal configuration structured around communities as identity providers is our starting point to interpret firms’ activities in general and Kiehl’s strategy specifically. This paper proposes a theoretical framework to understand competitive advantages derived from community-based interactions. With the Kiehl’s case, we describe the basic assumptions needed, the set of available strategies, the fit between different activities, and the potential threats.

Abstract: This article investigates increasing returns in OSS in the form of two-way feedbacks between different product releases. Our aim is to provide first evidence of the ability of for-profit firms to create self-sustaining circles of positive externalities that could assure long-term sustainability of OSS. We find weak evidence of cross-fertilization between operating systems and applications and strong internal feedbacks in the two niches. We explore other potential sources of two-way feedbacks in the dynamic development of OSS. Namely: the strategy of hardware firms that generate OSS revenues from selling hardware complementors and the relation between for-profit firms and communities. We find support for the first and not for the latter conjecture, unless we restrict our sample to only firms that have relationships with open communities.

Abstract: We propose a dynamic capabilities framework for market segmentation strategies. We argue that market segmentation is an important capability of firms to explore new markets and exploit existing markets. Effective segmentation strategies require a set of structural and organizational capabilities that enable firms to implement market segmentation. We develop proposition of antecedent capabilities and structures a firm needs for market segmentation. We further argue how market segmentation is eventually linked to competitive advantage. The paper might be an inducement for further research into the market segmentation capability.