With the recent explosion of behavioral acquisition research, the collective knowledge in respect to acquisition behavior and outcomes has advanced tremendously. Despite these advancements, due to the rapid growth in this literature, various shortcomings have also developed. One such shortcoming is that the vast majority of this literature has examined acquisition influences emanating from the acquirer or the target but has rarely investigated the joint effects of these two entities. As such, in an attempt to contribute to the growing wealth of acquisition knowledge, the aim of this dissertation is to extend this research by examining how the degree of similarity between the acquirer and target can contribute to the outcomes of acquisition decisions. Specifically, this dissertation first investigates the implications for post-acquisition innovation due to pre-acquisition authority structure similarity, while also introducing and testing the arguments of Structural Adaptation Theory to the macro-organizational level and acquisition literature. Second, the influence of CEO regulatory fit between acquirer and target executives and the degree to which their respective orientations align with each manager's negotiation roles within an acquisition are argued to influence acquisition premium and market reactions. Collectively, these studies begin to illuminate the joint affects that acquirers and targets have on distinct acquisition outcomes.
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