scholarly journals The Effects and Management of Cultural Differences During the Integration Process of Mergers and Acquisitions

2017 ◽  
Vol 3 (12) ◽  
pp. 31-50 ◽  
Author(s):  
Ivan Sciriha ◽  
Manwel Debono
Keyword(s):  
Mergers And Acquisitions ◽  
Cultural Differences ◽  
Integration Process

Impact of organizational cultural differences on mergers and acquisitions performance

2017 ◽  
Vol 8 (1) ◽  
pp. 40-52
Author(s):  
Kan Shi ◽  
Xiaoqian Liu ◽  
Chengjun Yang ◽  
Ziping Yao ◽  
Dong Liu
Keyword(s):  
Organizational Commitment ◽  
Mergers And Acquisitions ◽  
Cultural Differences ◽  
Integrative Model ◽  
Content Type ◽  
Integrative Framework ◽  
Moderator Role ◽  
Relative Standing ◽  
A Performance

Purpose Drawing upon the theory of organizational commitment and relative standing, this study aimed to develop an integrative model to examine how organizational cultural differences impact on mergers and acquisitions (M&A) performance. Design/methodology/approach The study used regression analysis and moderated path analysis to test the hypothesis with a sample of 103 executives from 49 firms acquired by Chinese state-owned enterprises. Findings The paper arrives at the conclusion that the executives’ organizational commitment mediated the association between organizational cultural differences and M&A performance. Besides, the authors also confirmed the moderator role of relative standing. Practical implications The paper suggests ways that can help practitioners better eliminate cultural differences obstacles during the M&A by presenting an integrative framework and showed an actual Chinese case. Originality/value This study contributes to the M&A literature by developing an integrative model to explain the complexity between organizational cultural differences and M&A performance with a Chinese executive sample.

scholarly journals Opportunities and challenges for multiple-embeddedness through mergers and acquisitions in emerging economies

2015 ◽  
Vol 28 (5) ◽  
pp. 817-831 ◽  
Author(s):  
Surender Munjal ◽  
Vijay Pereira
Keyword(s):  
Financial Crisis ◽  
Mergers And Acquisitions ◽  
Cultural Differences ◽  
Emerging Economies ◽  
Multinational Enterprises ◽  
Quantitative Methods ◽  
Global Financial Crisis ◽  
Developed Countries ◽  
Content Type ◽  
Practical Implications

Purpose – The purpose of this paper is to examine opportunities and challenges from multiple-embeddedness of developed countries multinational enterprises (DMNEs) in emerging economies. It further investigates the effect of global financial crisis on the DMNE’s embeddedness strategies. Design/methodology/approach – Utilising POLS regression on secondary data bases, such as World Bank Development Indicators, over two period, first, from 2003 to 2007 (pre global financial crisis period), and second, from 2008 to 2012 (post global financial crisis), this study models the advantages and challenges faced by DMNEs into emerging markets. Findings – Findings suggest that challenges in terms of institutional and cultural differences have decreased over time. This may be due to the DMNE’s experience of operating in emerging economies. Research limitations/implications – Since the global financial crisis is on-going, further changes in terms of opportunities and challenges are yet to be uncovered. Further investigations using qualitative designs are also warranted because many qualitative phenomena, such as cultural differences, cannot be captured through purely quantitative methods. Practical implications – There are two practical implications. First, policy makers can appreciate the change in the economic gravity in the current scenario. Openness of economies may further bring in economic equilibrium in favour of emerging economies. Second, managers of businesses looking to internationalise should pay attention towards changing market conditions and requirements in emerging economies. Social implications – This paper portrays the importance emerging economies which consist of a large proportion of the world’s population. Originality/value – In the current economic scenario, this paper seeks to highlight the opportunities and challenges for multiple embeddedness through mergers and acquisitions in emerging economies, which is seen to be timely and topical and at the same time advances the theoretical knowledge and practical implications.

Negotiation, Cultural Differences, and Planning in Mergers and Acquisitions

2011 ◽  
Vol 16 (2) ◽  
pp. 107-115 ◽  
Author(s):  
Yaakov Weber ◽  
Tal Belkin ◽  
Shlomo Yedidia Tarba
Keyword(s):  
Mergers And Acquisitions ◽  
Cultural Differences

scholarly journals M&A successes: Breadth, depth, and deal completion time in the US semiconductor industry

2021 ◽  
pp. 234094442199805
Author(s):  
Taewoo Roh ◽  
Jieun Hwang ◽  
Byung IL Park
Keyword(s):  
Mergers And Acquisitions ◽  
Technological Innovation ◽  
Completion Time ◽  
Semiconductor Industry ◽  
Jel Classification ◽  
Integration Process ◽  
The Us ◽  
Post Merger Integration ◽  
Deal Completion ◽  
Merger Integration

Most previous studies examining M&As (mergers and acquisitions) have focused on the post-merger integration process. While there have been studies that have partially investigated the importance of deal completion, we argue that firms could learn to increase their deal completions by leveraging their experience from prior successful acquisitions and that their cumulative success could reduce the deal completion time; that is, the time from the announcement of the deal to its resolution. To address this unexplored issue about M&As, we investigated whether prior intra- and/or inter-industry acquisition experiences helped accelerate subsequent focal acquisitions in the semiconductor industry, which is characterized by rapid technological innovation. We tested our hypotheses on data consisting of 323 acquisition deals in the US semiconductor industry between 2000 and 2013. The results showed that both prior intra- and inter-industry acquisition experiences significantly reduced deal completion time. JEL CLASSIFICATION M10

scholarly journals Define the Process of Human Resource Integration in Cross-Border Acquisitions: Evidence from Chinese Oversea Acquisitions

2021 ◽  
Author(s):  
Wenjia Chang-Howe
Keyword(s):  
Human Resources ◽  
Mergers And Acquisitions ◽  
Human Resource ◽  
Critical Incident ◽  
Success Factors ◽  
Integrated Approach ◽  
Point Of View ◽  
Integration Process ◽  
Dominant Position ◽  
Critical Success

This research focuses on integration during and after mergers and acquisitions where one firm (Chinese) has a dominant position in comparison with another (Western firm). Using the critical incident approach, 30 interviews were conducted with representatives of 13 firms that have undergone Chinese-Western mergers and acquisitions (M&As) during the period from 2005 to 2019. This study aims to analyse the HR integration process in pre-and post-acquisition to determine the critical success factors, and present a framework that determines the success or failure factors and the actions required. The findings have important implications for an organisation post-acquisition phenomenon from a human resource point of view. As a result, it presents an overview of this critical post-HR integration phenomenon and posits that using an integrated approach from the human resources perspective is essential to ultimately enhance the acquisition integration success rate.

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