scholarly journals Customer knowledge sharing in cross-border mergers and acquisitions: The role of customer motivation and promise management

2021 ◽  
Vol 27 (4) ◽  
pp. 100858
Author(s):  
William Y. Degbey ◽  
Elina Pelto
Keyword(s):  
Mergers And Acquisitions ◽  
Knowledge Sharing ◽  
Customer Knowledge ◽  
Cross Border ◽  
Customer Motivation

scholarly journals Selecting Legal Advisors in M&As: Organizational Learning and the Role of Multiplicity of Mental Models

2018 ◽  
Vol 45 (5) ◽  
pp. 2193-2224 ◽  
Author(s):  
Bastian Westbrock ◽  
Katrin Muehlfeld ◽  
Utz Weitzel
Keyword(s):  
Organizational Learning ◽  
Mergers And Acquisitions ◽  
Mental Models ◽  
Selection Criteria ◽  
Turning Point ◽  
Firm Characteristics ◽  
Selection Rules ◽  
Cross Border ◽  
Country Specific

Management scholars have identified a variety of firm characteristics as antecedents to organizational learning. In this study, we conceptualize intraorganizational multiplicity of mental models as a complementary element that facilitates shifting from lower- to higher-level learning. Specifically, we investigate whether multiplicity of mental models—proxied by four measures—helps acquirers to categorically adapt selection rules for legal advisors in mergers and acquisitions (M&As) from domestic toward international settings. In developing our conceptual framework, we integrate resource-based, social network, and organizational learning perspectives. Empirically, we draw on 11,511 acquisition attempts announced from 1998 to 2010 (completion/abandonment assessed as of January 10, 2015, at the latest). The results largely support our theory: First, choosing legal advisors in domestic and international deals calls for different selection rules. While in domestic deals, network-related characteristics are more important drivers of lawyers’ performance relative to their country-specific expertise, the comparative relevance of these attributes is reversed in cross-border deals. Yet, initially, acquirers fail to recognize this. Also, they do not initially adjust their selection criteria appropriately in response to accumulating M&A experience of their own. Only after having attempted a substantial number of cross-border M&As, they reach a turning point at which they rebalance their selection criteria such that they reflect the predominant relevance of country expertise in cross-border settings. Finally, recognition of the need to categorically reassess selection criteria in international deals is significantly facilitated by an acquirer’s multiplicity of mental models.

The Role of HR in Cross‐Border Mergers and Acquisitions: The Case of Indian Pharmaceutical Firms

2009 ◽  
Vol 17 (2) ◽  
pp. 89-110 ◽  
Author(s):  
Pawan S. Budhwar ◽  
Arup Varma ◽  
Anastasia A. Katou
Keyword(s):  
Mergers And Acquisitions ◽  
Pharmaceutical Firms ◽  
Cross Border
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