If preserving acquired capabilities is valued, this could be a serious concern for acquiring companies.
To summarize, the existing literature has emphasized that executives leave either because acquiring companies make such a decision or because they opt to.
Acquiring companies often adopt a myopic view of the acquisition process.
The typology proposed by Hambrick and Fukutomi (1991) of different CEO tenure stages may help to clarify the dilemma that acquiring companies face.
If the CEO's knowledge is considered to be valuable, this situation presents a dilemma that acquiring companies can hardly avoid.