Managerial Retention in Cross-Border Acquisitions: Examining Institutional Influence

Abstract

This research fills a gap in the literature regarding managerial retention and performance in the context of cross-border acquisitions (CBA). Blending institutional with resource-based theories, this study posits that retaining acquired managers becomes more important in unfamiliar environments where the institutional infrastructure is underdeveloped. Our results support the theory. Contrary to expectations and prior research, however, the results also call into question the long-held belief that managerial retention is generally beneficial to post-acquisition performance. The findings and implications are discussed regarding managerial turnover, CBA, and the institutional environment.

Citation

Devine, R.A., de Melo Galdino, K. and Lamont, B.T. (2016), "Managerial Retention in Cross-Border Acquisitions: Examining Institutional Influence", Mergers and Acquisitions, Entrepreneurship and Innovation (Technology, Innovation, Entrepreneurship and Competitive Strategy, Vol. 15), Emerald Group Publishing Limited, Leeds, pp. 59-76. https://doi.org/10.1108/S1479-067X20160000015004