Relevant bibliographies by topics / Strategy acquisition

Academic literature on the topic 'Strategy acquisition'

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Published: 4 June 2021
Last updated: 19 February 2023

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Journal articles on the topic "Strategy acquisition"

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Georgiev, Venelin. "Modeling Defense Acquisition Strategy." Connections: The Quarterly Journal 9, no. 4 (2010): 53–68. http://dx.doi.org/10.11610/connections.9.4.04.

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Wei Lan, Yu, Dan Lin, and Lu Lin. "The Stock Investment Strategy at Company Acquisition." International Journal of Management Science and Business Administration 2, no. 3 (2014): 24–32. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.23.1003.

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Recent studies in Accounting, Industrial Organizations and Finance often incorporate efficient market hypothesis in event studies. Event studies can be used to examine how changes in company environment affect corporate finance. However, using short-term stock prices to examine mean reversion may face a problem. Specifically, there is no evidence that changes in market values are unbiased estimates of changes in fundamentals. This study adopts program trading to test the mean reversion of an acquisition event (SPIL and ASE Group) between 2015 and 2016 in Taiwan. The results show that investors can use RSI spread and stock price deviation to make abnormal returns. In other words, investors can make profits based on technical analyses. Therefore, the evidence suggests that between 2015 and 2016, the security market in Taiwan did not fully meet the condition of a semi-strong form efficient market.
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Etemadi, Amir, and John Kamp. "Acquisition strategy factors related to faster defense acquisitions." Systems Engineering 25, no. 2 (November 10, 2021): 144–56. http://dx.doi.org/10.1002/sys.21607.

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Lin, Liang-Hung, Yu-Ling Ho, and Wei-Hsin (Eugenia) Lin. "Post-acquisition Performance: Contingency of Acquisition Strategy." Procedia - Social and Behavioral Sciences 207 (October 2015): 59–69. http://dx.doi.org/10.1016/j.sbspro.2015.10.154.

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Brews, P. "Corporate growth through mergers and acquisitions: Viable strategy or road to ruin?" South African Journal of Business Management 18, no. 1 (March 31, 1987): 10–20. http://dx.doi.org/10.4102/sajbm.v18i1.992.

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Corporate growth through mergers and acquisitions is strategy adopted by many South African companies to achieve their growth objectives. However, research in both the United Kingdom and the United States of America has found that most mergers and acquisitions do not meet expectations. Many fail and are divested, at considerable human and financial cost. To date, little research on the viability of growth through mergers and acquisitions has been done in South Africa. In the light of this, in-depth interviews were recently held with 20 senior South African executives, concerning the practices adopted by their organizations in the execution of mergers and acquisitions. This article presents the findings of the research in three specific areas: the formulation of a merger and acquisition strategy; the formulation of an acquisition profile; and the viability and critical success factors in adopting a growth through mergers and acquisitions strategy. Broadly speaking, it was found that the sample interviewed had a good understanding of the acquisition profile, but tended to be less focused in their reasons why their organizations elected to pursue a growth through merger and acquisition strategy. In addition, mergers or acquisitions seem to be more successful in the South African context than in other countries, where similar research has been conducted. A number of reasons for success or failure enumerated in the literature were confirmed. The main finding was that corporate growth through mergers and acquisitions can be either a viable strategy or road to ruin. Companies that systematically plan and manage their merger or acquisition programmes are likely to be successful; ad hoc approaches are likely to fail. The article provides aspects of a framework within which such a merger or acquisition programme may be structured to ensure success.
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Chang, Chun-Hao, and Chi-Wen Jevons Lee. "Information Acquisition as Business Strategy." Southern Economic Journal 58, no. 3 (January 1992): 750. http://dx.doi.org/10.2307/1059841.

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Yoshikawa, Toru. "Technology development and acquisition strategy." International Journal of Technology Management 25, no. 6/7 (2003): 666. http://dx.doi.org/10.1504/ijtm.2003.003131.

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Longuemare, R. Noel. "United States defence acquisition strategy." RUSI Journal 139, no. 4 (August 1994): 37–39. http://dx.doi.org/10.1080/03071849408445839.

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Gu, Feng, and Baruch Lev. "Overpriced Shares, Ill-Advised Acquisitions, and Goodwill Impairment." Accounting Review 86, no. 6 (July 1, 2011): 1995–2022. http://dx.doi.org/10.2308/accr-10131.

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ABSTRACT We establish that the root cause of many goodwill write-offs is the buyers' overpriced shares at acquisition. Overpriced shares provide managers with strong incentives to exploit the overpricing by acquiring businesses, often paying more than the acquisition's synergies, setting the stage for subsequent goodwill write-offs. In particular, we document the following patterns: (1) Share overpricing is strongly and positively associated with the intensity of corporate acquisitions and the growth of accounting goodwill. (2) Share overpricing predicts goodwill write-offs and their magnitude. (3) Acquisitions by overpriced companies—a strategy often recommended by investment bankers and some academics—are often ill-advised (overpaid for and/or strategic misfit), exacerbating the post-acquisition negative returns of buyers beyond the reversal of the overpricing. Thus, managers' arguments notwithstanding, goodwill write-off is an important event highlighting a dysfunctional investment strategy. Data Availability: Data are available from sources identified in the paper.
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Astapov, K. L. "Strategy of M&A deals in oil industry (on example of «Rosneft» and «Bashneft» deal)." Russian Journal of Industrial Economics 13, no. 2 (July 2, 2020): 137–48. http://dx.doi.org/10.17073/2072-1633-2020-2-137-148.

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I analyzed merges and acquisitions’ transactions and their influence on strategy and development of oil company. For analyses the deal I chose acquisition by Rosneft of Bashneft, which took place in October 2016, applying both traditional and real option models. Real option model is more difficult, but better methodology, because it allows to valuate different scenarios of acquisition, choose more optimal scheme (acquisition time, amount of acquired shares). After building decision tree I calculated NPV of cash flows, which are generated in the deal (in scenarios of high and low oil prices, high and low synergy effects in two periods 2017–2018 and 2019–2020).The main results are the following. Acquisition deals create value for shareholders, only if acquisitions correspond to strategy of bidder company and culture of target company. Under some hypotheses the acquisition of Bashneft creates additional value for Rosneft in most scenarios (except scenario with low oil price and low synergy). Postponing the decision about complete acquisition till 2019 increases probability of successful acquisition as well as maximizes NPV.
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Dissertations / Theses on the topic "Strategy acquisition"

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Colangelo, Ronald. "ACQUISITION STRATEGY ADAPTING TO TODAY’S TRENDS." International Foundation for Telemetering, 1998. http://hdl.handle.net/10150/607367.

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International Telemetering Conference Proceedings / October 26-29, 1998 / Town & Country Resort Hotel and Convention Center, San Diego, California
There is an acquisition management challenge to a program which has a limited market. One approach which can improve competition is the utilization of commercial technology. This utilization helps reduce unit cost and system obsolescence. The Hardened Subminiature Telemetry and Sensor System (HSTSS) has experienced the affects of a limited market and the need to utilize commercial technology. HSTSS plans to use partnering because the expertise is spread across the industry, and technology integration is required to fabricate an instrumentation system that would meet tri-service test requirements. There are many challenges facing the Program Manager; which create high program risk when proper acquisition procedures are not followed. HSTSS is this type of project. This paper will essentially discuss the acquisition strategy as it has evolved as well as the technical strategy. These strategies have been influenced by Government acquisition streamlining , available commercial technology and the programs limited production requirements. This is what the Government’s Project Managers are facing in these times of shrinking budgets and downsizing. The importance of the services working together, and sharing funds and technology to accomplish more with less is discussed in this paper. It is essential that government and industry work together as partners to reach the program’s goals. This paper proposes a program strategy based on our experience as to what is needed to incorporate partnering and commercial technology to successfully complete your program.
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WU, Changli. "Suggestion of the Marketing Strategy of Chinese Students’ Acquisition." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2019. http://www.nusl.cz/ntk/nusl-403851.

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Akvizice čínských studentů na vysokých školách v České republice se v posledních letech značně rozšířila. Brno je však město, které má konkurenční výhodu ve vzdělávání, a to z hlediska výsledku náboru studentů v Číně neodpovídá těmto vzdělávacím zdrojům a reputaci. A klíčová otázka, jak udělat správnou a efektivní tržní strategii, se stává klíčovým úkolem VUT v Brně. Bude proveden primární výzkum a sekundární výzkum, autor využije makro a mikroprostředí k analýze pozadí tématu. Diplomová práce bude kriticky analyzovat spolupráci v oblasti vzdělávání mezi Čínou a Českou republikou z pohledu přítomnosti a možných příležitostí ke zlepšení současné situace.
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Cubillos, Chacón Orlando A. "Developing an acquisition strategy for the Colombian Navy's new strategic surface ships." Monterey, Calif. : Naval Postgraduate School, 2007. http://bosun.nps.edu/uhtbin/hyperion-image.exe/07Jun%5FCubillos%5FChacon%5FMBA.pdf.

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"Submitted in partial fulfillment of the requirements for the degree of Master of Business Administration from the Naval Postgraduate School, June 2007."
Advisor(s): Rendón, Rene ; Cuskey, Jeffrey. "June 2007." "MBA professional report"--Cover. Description based on title screen as viewed on August 15, 2007. Includes bibliographical references (p. 73-74). Also available in print.
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Cubillos, Chacon Orlando A. "Developing an acquisition strategy for the Colombian Navy's new strategic surface ships." Monterey California. Naval Postgraduate School, 2007. http://hdl.handle.net/10945/10241.

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MBA Professional Report
The Colombian Navy is a modern, disciplined, and well-trained military service performing the constitutional mission to defend the integrity of the Colombian maritime territory and enforce government policies concerning the use of the sea. Today the strategic fleet fulfilling these duties bears normal aging problems threatening the execution of the Colombian Navy's mission in the near future. The country's fiscal situation is tight and no funds are budgeted to support a contract acquiring new ships. The Colombian Navy will need to replace its strategic surface ships in order to upgrade its tactical capabilities to new technology. The most viable option is the acquisition of second-hand ships available on the international market. The U.S. defense acquisition system has been in place for almost sixty years and has proven its efficiency by providing defense systems to the U.S. military services; therefore, after conducting a comprehensive literature search and bibliographic review, the U.S. DoD acquisition strategy was the model selected for a proposed acquisition strategy suitable for the Colombian Navy's unique conditions,. The resulting product, recommendations, concerns, and areas of further research coincide with the need to develop a flexible and reliable acquisition system to face the future of progress within the Colombian Navy.
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Chapple, Christopher W., and Michel J. Faire. "Acquisition workforce strategy: the challenge Defense (DOD) faces to improve its acquisition workforce." Monterey, California. Naval Postgraduate School, 2011. http://hdl.handle.net/10945/10579.

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The objective of this project is to examine the Defense's (DoD's) FY 2010 Acquisition Workforce Improvement Strategy. The project will outline developments that generated the need for DoD's Acquisition Workforce Improvement Strategy and DoD's efforts to address its acquisition workforce's ability to manage and oversee its services contracts. This project will also examine the implementation and effectiveness of DoD's Acquisition Workforce improvement initiatives to see if plans will meet intended higher-level directives. The result of this project will enhance acquisition personnel's understanding of the DoD's Acquisition Workforce Improvement Strategy and the initiatives that impact acquisition workforce.
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Noronha, Miguel de. "Acquisition of Plus Discount by Jerónimo Martins." Master's thesis, NSBE - UNL, 2009. http://hdl.handle.net/10362/9638.

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A Work Project, presented as part of the requirements for the Award of a Masters Degree in Finance from the NOVA – School of Business and Economics
On the 21st of December 2007, Jerónimo Martins announced that it was acquiring the Plus Discount chain of stores in Poland and in Portugal. This was an excellent opportunity to strengthen even more the leading position of Jerónimo Martins in the hard discount sector of the Polish retail market, through the chain Biedronka. This case study will analyze the main motives for this acquisition and contextualize it in the strategy of Jerónimo Martins for Poland. The main elements of the valuation of the chain Plus Discount will also be discussed throughout the case.
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Brandt, Erik, Patrik Kull, and Jonas Björkdahl. "Acquisition strategy : A case study within family businesses." Thesis, Jönköping University, JIBS, EMM (Entrepreneurship, Marketing, Management), 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-731.

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Dagens ekonomiska klimat är kantat av möjligheterna och hoten från globalisering, ökad konkurrens och en alltjämt ökande takt, och ända sedan 1800-talet så har sammanslagningar och förvärv varit ett viktigt sätt för företag att konkurrera. Sammanslagningar och förvärv är aktiviteter som oftast styrs av begäret att uppnå synergi effekter, marknadsandelar, konkurrensfördelar och skalfördelar. I dag ligger mycket av medias och den akademiska fokusen på börsbolag, men Sveriges många små till medelstora privatägda företag, till exempel familjeföretag, bör inte falla i glömska. Dessa familjeföretag är olika jämfört med andra företag, inte bara när de kommer till ägarstruktur, men även på de organisatoriska och strategiska planen. Med detta i åtanke så verkar det finnas en lucka i den akademiska litteraturen när det kommer till just den här sortens frågeställning kring familjeföretag.

Syfte

Denna uppsats kommer undersöka förvärv inom familjeföretag med anledning av att öka kunskapen kring deras förvärvsstrategier och motiv. Författarna kommer även att studera till vilken grad kulturen influerar dessa strategier.

Metod

En fallstudieteknik valdes för att uppfylla syftet. Fallet behandlar förvärvsstrategin inom två medelstora familjeföretag, ROL AB och Bröderna Brandt Bil AB. Båda företagen har använt förvärv som tillväxtstrategi, och intervjuer genomfördes med strateger inom företagen för att samla in empirin.

Slutsats

Förvärvsstrategin verkar huvudsakligen styras av kulturen i de förvärvande och förvärvade företagen. Motiven påverkar också den valda förvärvsstrategin, och författarna identifierade också att förvärvets utfall till stor del beror på tidshorisonten som tillåts. I familjeföretag verkar det också som om ett lyckat förvärv fastställs av fler aspekter än i t.ex. börsföretag, där de finansiella avkastningen är viktigast. Värt att nämna är också att företag som internationaliserar måste vara beredda på att acceptera högre risk.


The context within which firms exist today is lined by the opportunities and threats of globalization, increased competition and a constantly intensifying pace. Ever since the 19th century mergers and acquisitions (M&A) have been an important way for firms to compete. Mergers and acquisitions are largely fuelled by the desire to attain synergies, market power, competitiveness and economics of scale and scope. Today, much focus in media and theory is directed towards publicly traded corporations, however, the importance of smaller to medium sized, privately owned companies, e.g. family businesses, should not be overlooked. Family businesses differ from other corporations, not only on the ownership structure but also on other organisational and strategic characteristics. Further, research within acquisitions and family businesses is very limited and there seems to be gap in literature regarding this constellations.

Purpose

This thesis will investigate acquisitions in family businesses in order to enhance the understanding of their acquisition strategy and motives. Further, the authors will study to what extent culture influences the acquisition strategy.

Method

A case study approach was chosen to achieve the purpose. The case concerned the acquisition strategy within two medium-sized family businesses, ROL AB and Bröderna Brandt Bil AB. Both companies has used acquisitions as tools for growth. The data was collected through interviews with strategists at the two companies.

Conclusion

The acquisition strategy seems to be mostly influenced by the culture in the acquiring and acquired company. Further, the acquisition motive also affects the chosen acquisition strategy. The authors also identified that whether a acquisition is successful or not depends on the time-frame. In family business, success also seems to be determined by more aspects than in e.g. public companies where success is driven by financial returns. In order to act in an international environment, one also needs to be prepared to accept higher risks.

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Leone, Maria Isabella <1982&gt. "Technology acquisition through licensing. Implications for firm strategy." Doctoral thesis, Alma Mater Studiorum - Università di Bologna, 2008. http://amsdottorato.unibo.it/1157/.

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Nowadays licensing practices have increased in importance and relevance driving the widespread diffusion of markets for technologies. Firms are shifting from a tactical to a strategic attitude towards licensing, addressing both business and corporate level objectives. The Open Innovation Paradigm has been embraced. Firms rely more and more on collaboration and external sourcing of knowledge. This new model of innovation requires firms to leverage on external technologies to unlock the potential of firms’ internal innovative efforts. In this context, firms’ competitive advantage depends both on their ability to recognize available opportunities inside and outside their boundaries and on their readiness to exploit them in order to fuel their innovation process dynamically. Licensing is one of the ways available to firm to ripe the advantages associated to an open attitude in technology strategy. From the licensee’s point view this implies challenging the so-called not-invented-here syndrome, affecting the more traditional firms that emphasize the myth of internal research and development supremacy. This also entails understanding the so-called cognitive constraints affecting the perfect functioning of markets for technologies that are associated to the costs for the assimilation, integration and exploitation of external knowledge by recipient firms. My thesis aimed at shedding light on new interesting issues associated to in-licensing activities that have been neglected by the literature on licensing and markets for technologies. The reason for this gap is associated to the “perspective bias” affecting the works within this stream of research. With very few notable exceptions, they have been generally concerned with the investigation of the so-called licensing dilemma of the licensor – whether to license out or to internally exploit the in-house developed technologies, while neglecting the licensee’s perspective. In my opinion, this has left rooms for improving the understanding of the determinants and conditions affecting licensing-in practices. From the licensee’s viewpoint, the licensing strategy deals with the search, integration, assimilation, exploitation of external technologies. As such it lies at the very hearth of firm’s technology strategy. Improving our understanding of this strategy is thus required to assess the full implications of in-licensing decisions as they shape firms’ innovation patterns and technological capabilities evolution. It also allow for understanding the so-called cognitive constraints associated to the not-invented-here syndrome. In recognition of that, the aim of my work is to contribute to the theoretical and empirical literature explaining the determinants of the licensee’s behavior, by providing a comprehensive theoretical framework as well as ad-hoc conceptual tools to understand and overcome frictions and to ease the achievement of satisfactory technology transfer agreements in the marketplace. Aiming at this, I investigate licensing-in in three different fashions developed in three research papers. In the first work, I investigate the links between licensing and the patterns of firms’ technological search diversification according to the framework of references of the Search literature, Resource-based Theory and the theory of general purpose technologies. In the second paper - that continues where the first one left off – I analyze the new concept of learning-bylicensing, in terms of development of new knowledge inside the licensee firms (e.g. new patents) some years after the acquisition of the license, according to the Dynamic Capabilities perspective. Finally, in the third study, Ideal with the determinants of the remuneration structure of patent licenses (form and amount), and in particular on the role of the upfront fee from the licensee’s perspective. Aiming at this, I combine the insights of two theoretical approaches: agency and real options theory.
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Caldwell, Kent G. "Integration of warranties into an aircraft engine acquisition strategy." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1994. http://handle.dtic.mil/100.2/ADA283381.

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Fredriksson, Jens, and Ulrik Weidman. "Understanding how to handle the acquisition process : a case study of ITAB Shop Concept AB." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-23884.

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Acquisitions for a value of approximately $2 trillion are conducted globally every year with the motives of i.e., enhanced market power and increased shareholder value. Despite the interest in acquisitions the failure rate on acquisitions in 2011 was estimated to 70-90 %. Thus researchers have called for further examination on acquisitions and especially on the acquisition process, and strategic fit and organizational fit, which is believed to facilitate the outcome of the acquisitions. The acquisition process is described as a linear process con- sisting of two sub processes, pre-acquisition and post-acquisition, that acquiring organiza- tions progress through step-wise. The purpose of this study is to examine how the acquisition process and strategic fit and organizational fit can be handled to facilitate successful acquisitions. In order to get a deep and comprehensive understanding of the acquisitions process, the authors of this thesis have conducted a case study. The company, ITAB Shop Concept AB, has a background of 20 successful acquisitions, which have contributed to a steady growth in both turnover and share price. ITAB Shop Concept AB has been researched through in- depth interviews with key persons in the management, responsible for the acquisitions conducted. By adopting a dynamic approach to the acquisition process and taking an overall view of the strategic fit and organizational fit in each phase of the acquisition process, organiza- tions can understand and prevent the possible issues leading to failure. Furthermore organ- izations might benefit from having an acquisition process adapted for each acquisition tar- get. For example it is found that by conducting due-diligence in the post-acquisition pro- cess instead of the pre-acquisition process, and keeping the same persons in the acquisition team, more efficient use of resources and prior experience is facilitated.
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Books on the topic "Strategy acquisition"

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Hubbard, Nancy. Acquisition strategy and implementation. West Lafayette, IN: Ichor Business Books, 1999.

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Acquisition: Strategy and implementation. Basingstoke: Macmillan Business, 1999.

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Acquisition strategy and implementation. Houndmills, Basingstoke, Hampshire: Palgrave, 2001.

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Management, Massachusetts Dept of Environmental. Land acquisition strategy, 1986-1991. Boston]: Division of Planning and Development, Dept. of Environmental Management, 1987.

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1919-, Shulman H. L., Batten C. L. 1942-, and United States Air Force, eds. A strategy for reforming avionics acquisition and support. Santa Monica, CA: Rand, 1988.

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Alexander, Arthur J. Knowing about Soviet weapons acquisition and strategic weapons. Santa Monica, CA: Rand, 1986.

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1919-, Shulman H. L., Leonard Robert S, United States Air Force, Project Air Force (U.S.), and Rand Corporation, eds. Application of F-117 acquisition strategy to other programs in the new acquisition environment. Santa Monica, CA: RAND, 1996.

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Gebman, J. R. A strategy for reforming avionics acquisition and support: Executive summary. Santa Monica, CA: Rand, 1988.

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Mathews, Gabriel Raymond. The corporate strategy of unrelated diversification through acquisition of existing business. [s.l: The Author], 1994.

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Reagan, Ronald. Continuing the acquisition of the Peacekeeper missile: March 4, 1985. Washington, D.C: U.S. Dept. of State, Bureau of Public Affairs, Office of Public Communication, Editorial Division, 1985.

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Book chapters on the topic "Strategy acquisition"

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Anand, Jaideep, and Yeolan Lee. "Acquisition Strategy." In The Palgrave Encyclopedia of Strategic Management, 9–14. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_383.

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Anand, Jaideep, and Yeolan Lee. "Acquisition Strategy." In The Palgrave Encyclopedia of Strategic Management, 1–6. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_383-1.

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Hubbard, Nancy. "Global Products and its Acquisition Strategy." In Acquisition, 209–25. London: Palgrave Macmillan UK, 1999. http://dx.doi.org/10.1007/978-1-349-14870-7_10.

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Lees, Stan. "Strategy and Acquisition Performance." In Global Acquisitions, 45–65. London: Palgrave Macmillan UK, 2003. http://dx.doi.org/10.1057/9780230523746_4.

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Molina-Sieiro, Gonzalo. "Improving acquisition research methods." In Acquisitions and Corporate Strategy, 202–24. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003188308-13.

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Zhang, Nan, and Joseph A. Clougherty. "Cross-border acquisition and greenfield investment." In Acquisitions and Corporate Strategy, 76–101. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003188308-6.

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Shijaku, Elio, David R. King, and Ainhoa Urtasun. "Alliances as precursors to an acquisition." In Acquisitions and Corporate Strategy, 13–25. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003188308-3.

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Schriber, Svante. "Merging dynamic capabilities and acquisition process research." In Acquisitions and Corporate Strategy, 107–27. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003188308-8.

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Burstein, Michael C., and Pearson Graham. "Markets, Manufacturing Strategy, and Technology Acquisition: an Integrative, Developmental Approach." In Manufacturing Strategy, 109–16. Dordrecht: Springer Netherlands, 1990. http://dx.doi.org/10.1007/978-94-009-2189-4_12.

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Jensen, Camilla, Peter Zámborský, and David R. King. "Cross-border acquisition performance insights from predictive modeling." In Acquisitions and Corporate Strategy, 157–76. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003188308-10.

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Conference papers on the topic "Strategy acquisition"

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Caldwell, R. H., and D. I. Heather. "Acquisition Strategy Development." In SPE Hydrocarbon Economics and Evaluation Symposium. Society of Petroleum Engineers, 1989. http://dx.doi.org/10.2118/18904-ms.

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Suzuki, Shinichi, Yukihiro Kankaku, and Masanobu Shimada. "ALOS-2 acquisition strategy." In IGARSS 2013 - 2013 IEEE International Geoscience and Remote Sensing Symposium. IEEE, 2013. http://dx.doi.org/10.1109/igarss.2013.6723306.

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Gordon, E. S., and Stanley R. Rotman. "Search strategy and target acquisition performance." In 8th Meeting in Israel on Optical Engineering, edited by Moshe Oron, Itzhak Shladov, and Yitzhak Weissman. SPIE, 1993. http://dx.doi.org/10.1117/12.151031.

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Catania, Glen, and Peter Portanova. "Evolved Expendable Launch Vehicle Acquisition Strategy." In Space Programs and Technologies Conference. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1996. http://dx.doi.org/10.2514/6.1996-4409.

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Niu, Jianwei, Hang Zhou, Linmin Sun, and Yongping Xiong. "A Hybrid Acquisition Strategy in Opportunistic Networks." In 2008 4th International Conference on Wireless Communications, Networking and Mobile Computing (WiCOM). IEEE, 2008. http://dx.doi.org/10.1109/wicom.2008.571.

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Widmaier, Martin, Stian Hegna, Frans Smit, and Erik Tijdens. "A strategy for optimal marine 4D acquisition." In SEG Technical Program Expanded Abstracts 2003. Society of Exploration Geophysicists, 2003. http://dx.doi.org/10.1190/1.1817587.

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Zhongyi, Zhang, Yi Ranran, Fan Guochen, and Li Yue. "Automatic satellite acquisition strategy of the SOTM." In 2017 Chinese Automation Congress (CAC). IEEE, 2017. http://dx.doi.org/10.1109/cac.2017.8243393.

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Gold, Robert E., Gary N. Elledge, Barney C. Lee, Jerry W. Davis, Jr., and S. G. Jennings. "PACS: acquisition strategy, resources, and planning process." In Medical Imaging '90, Newport Beach, 4-9 Feb 90, edited by Samuel J. Dwyer III and R. Gilbert Jost. SPIE, 1990. http://dx.doi.org/10.1117/12.19061.

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Ma, Changsong, Junmin Lu, Wenbin Fu, and Kan Song. "Acquisition Strategy of Retailer on Category Management." In International Conference of Logistics Engineering and Management (ICLEM) 2010. Reston, VA: American Society of Civil Engineers, 2010. http://dx.doi.org/10.1061/41139(387)108.

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Sobek, Robert D., and Charles L. Malone. "Time optimal strategy for target acquisition handoffs." In Aerospace/Defense Sensing, Simulation, and Controls, edited by Michael K. Masten and Larry A. Stockum. SPIE, 2001. http://dx.doi.org/10.1117/12.438053.

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Reports on the topic "Strategy acquisition"

1

McDaniel, Norman A., Norman S. Bull, and Carleton R. Cooper. Acquisition Strategy Guide. Fort Belvoir, VA: Defense Technical Information Center, November 1995. http://dx.doi.org/10.21236/ada302481.

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David Petti, Tim Abram, Richard Hobbins, and Jim Kendall. Updated NGNP Fuel Acquisition Strategy. Office of Scientific and Technical Information (OSTI), December 2010. http://dx.doi.org/10.2172/1009165.

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Marschman, Steven C., and Chris Rusch. Strategy for Used Fuel Acquisition. Office of Scientific and Technical Information (OSTI), September 2013. http://dx.doi.org/10.2172/1115613.

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McDaniel, N. A., and C. R. Cooper. Acquisition Strategy Guide, Fourth Edition. Fort Belvoir, VA: Defense Technical Information Center, December 1999. http://dx.doi.org/10.21236/ada372637.

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McDaniel, N. A., N. S. Bull, and C. R. Cooper. Acquisition Strategy Guide, Third Edition. Fort Belvoir, VA: Defense Technical Information Center, January 1998. http://dx.doi.org/10.21236/ada339007.

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Mizia, Ronald Eugene. Reactor Pressure Vessel (RPV) Acquisition Strategy. Office of Scientific and Technical Information (OSTI), April 2008. http://dx.doi.org/10.2172/1389176.

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Burchell, T., R. Bratton, and W. Windes. NGNP Graphite Selection and Acquisition Strategy. Office of Scientific and Technical Information (OSTI), September 2007. http://dx.doi.org/10.2172/921767.

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Wickert, Roger F. A Program Manager's Acquisition Strategy Guide. Fort Belvoir, VA: Defense Technical Information Center, April 1985. http://dx.doi.org/10.21236/ada157504.

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Burchell, Timothy, and William Windes. USDOE ART Graphite – Selection and Acquisition Strategy. Office of Scientific and Technical Information (OSTI), August 2020. http://dx.doi.org/10.2172/1649031.

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Bedell, Brian P. Small Ground Robot's Effectiveness and Acquisition Strategy. Fort Belvoir, VA: Defense Technical Information Center, June 2010. http://dx.doi.org/10.21236/ada561210.

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