David R. King
David R. King is the Higdon Professor of Management, and he earned his doctoral degree from Indiana University, Bloomington. Dave’s research focus is on merger and acquisition (M&A) activity, and his research productivity and impact has been independently ranked among the top M&A researchers world-wide.
Subjects: Business, Management and Accounting
Biography
David R. King is the Higdon Professor of Management at Florida State University where he teaches undergraduate and graduate business strategy. Before joining academia, Dave managed aircraft procurement for the U.S. Air Force. While in the military, he earned his PhD in strategy and entrepreneurship from Indiana University's Kelley School of Business. Dave’s research focuses on complementary resources, merger and acquisition (M&A) integration and performance, technology innovation, and defense procurement. An award winning researcher, his research appears in Strategic Management Journal, Academy of Management Journal, Journal of Management, Journal of Management Studies, and Organization Science. Dave is also on the editorial board for Journal of Management, Journal of Management Studies, and Long Range Planning.Education
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Ph.D., Indiana University
M.S., Air Force Institute of Technology
B.S, U.S. Air Force Academy
Areas of Research / Professional Expertise
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Merger and acquisition (M&A) integration and performance, complementary resources, technology innovation, technology transfer, corporate entrepreneurship, and defense procurement.
Personal Interests
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Travel, Writing, Reading, Biking, and Fishing
Books
Articles
Contextualizing speed and cross-border acquisition performance: Labor market flexibility and efficiency effects
Published: Dec 06, 2018 by Journal of World Business
Authors: Bauer, F., Schriber, S., Degischer, D., King, D
Subjects:
Business, Management and Accounting
We argue that the business environment surrounding acquisitions has the potential to reconcile conflicting findings. We develop how institutional factors (i.e., labor market flexibility and efficiency) influence the relationships between speed of human and functional integration on acquisition performance.
Speed in acquisitions: A managerial framework
Published: Dec 06, 2017 by Business Horizons
Authors: Meglio, O., King, D., Risberg, A
Subjects:
Business, Management and Accounting
We examine the role speed plays in acquisitions across the acquisition process using research organized around characteristics that display complexity with respect to acquisition speed. We incorporate existing research with a process perspective of acquisitions in order to present trade-offs, and consider the influence of both stakeholders and the pre-deal-completion context on acquisition speed, as well as the organization’s capabilities to facilitating that speed.
Addressing competitive responses to acquisitions
Published: Dec 06, 2016 by California Management Review
Authors: King, D., Schriber, S
Subjects:
Business, Management and Accounting
Competitive retaliation is a significant constraint to merger and acquisition performance that has largely been overlooked by management research. This article employs competitive dynamics theory to explore how acquisition characteristics impact the risk of competitor retaliation.
Improving acquisition performance with contextual ambidexterity
Published: Dec 06, 2015 by Human Resource Management
Authors: Meglio, O., King, DR., Risberg, A.
Subjects:
Business, Management and Accounting
We assert that viewing acquisition integration through the lens of contextual ambidexterity may improve acquisition outcomes in two ways: by providing an integrated solution to the economic and social tensions in acquisitions, and by enabling managers to effectively confront the competing needs of task and human integration.
Industry implications of value creation and appropriation investment decisions
Published: Dec 06, 2011 by Decision Sciences
Authors: King, D., Slotegraaf, R
Subjects:
Business, Management and Accounting
Managers face a critical task in making firm investment decisions that are targeted toward creating and appropriating value. As managers weigh their resource investment decisions, we argue that these investments have a direct impact on the growth and volatility of the firm's industry
Reducing causal ambiguity in acquisition integration: Intermediate goals as mediators of integration decisions and acquisition performance
Published: Dec 06, 2008 by Academy of Management Journal
Authors: Cording, M., Christmann, P., King, D.R
Subjects:
Business, Management and Accounting
One reason acquirers encounter difficulties is that the integration process exhibits high levels of intrafirm linkage ambiguity–a lack of clarity in the causal link between integration decisions and their performance outcomes. We introduce the construct of intermediate goals as a mechanism that reduces intrafirm linkage ambiguity.
Performance implications of firm resource interactions in the acquisition of R&D-intensive firms
Published: Dec 06, 2008 by Organization Science
Authors: King, DR., Slotegraaf, R, Kesner, I
Subjects:
Business, Management and Accounting
We explore the role of resource interactions in explaining firm performance in the context of acquisitions. Although we confirm that acquisitions do not lead to higher performance on average, we do find that complementary resource profiles in target and acquiring firms are associated with abnormal returns
Effects of firm R&D investment level and environment on acquisition likelihood
Published: Dec 06, 2006 by Journal of Management Studies
Authors: Heeley, M, King DR., Covin, J
Subjects:
Business, Management and Accounting
R&D investments contribute to the development of firm technology resources, and the possession of such resources often increases a firm's attractiveness as a potential acquisition target. However, the value ascribed to a firm's technology resources by would‐be acquirers may be moderated by its industry's environmental characteristics
Meta-analyses of post-acquisition performance: Indications of unidentified moderators
Published: Dec 06, 2004 by Strategic Management Journal
Authors: King, DR, Dalton, D., Daily, C., Covin, J
Subjects:
Business, Management and Accounting
e find robust results indicating that, on average and across the most commonly studied variables, acquiring firms' performance does not positively change as a function of their acquisition activity, and is negatively affected to a modest extent. More importantly, our results indicate that unidentified variables may explain significant variance in post‐acquisition performance.