Strategies or Routines ? Knowledge Codification, Path-Dependence and the Evolution of Post-Acquisition Integration Practices in the U.S. Banking Industry

In a study of post-acquisition management practices in the U.S. commercial banking industry, we examine how firms codify their knowledge from previous acquisition experiences and routinize their post-acquisition decisions. We find that firms with higher levels of knowledge codification tend to integrate their acquired units more and to replace the existing top management team with higher probability. Also, acquirers tend to replicate their integration and resource replacement decisions irrespective of variations in the resource characteristics of their targets, suggesting strong tacit routinization effects.

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