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Book part
Publication date: 26 August 2014

Daniel Rottig, Taco H. Reus and Shlomo Y. Tarba

This chapter aims to make sense of the growing research that examines the role of culture in mergers and acquisitions. We provide a detailed review of the many related but…

Abstract

This chapter aims to make sense of the growing research that examines the role of culture in mergers and acquisitions. We provide a detailed review of the many related but distinct constructs that have been introduced to the literature. While each construct has contributed to our understanding of the role of culture, the lack of connections made among constructs has limited the consolidation of contributions. The review shows what these constructs mean for mergers and acquisitions, what major findings have been discovered, and, most importantly, how constructs interrelate. Our discussion provides several opportunities to foster the needed consolidation of this research.

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Advances in Mergers and Acquisitions
Type: Book
ISBN: 978-1-78190-836-5

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Abstract

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Understanding Intercultural Interaction: An Analysis of Key Concepts, 2nd Edition
Type: Book
ISBN: 978-1-83753-438-8

Book part
Publication date: 2 December 2019

Frank Fitzpatrick

Abstract

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Understanding Intercultural Interaction: An Analysis of Key Concepts
Type: Book
ISBN: 978-1-83867-397-0

Book part
Publication date: 1 January 2004

Günter K. Stahl and Andreas Voigt

This paper provides a review of theoretical perspectives and empirical research on the role of culture in mergers and acquisitions [M&A], with a particular focus on the…

Abstract

This paper provides a review of theoretical perspectives and empirical research on the role of culture in mergers and acquisitions [M&A], with a particular focus on the performance implications of cultural differences in M&A. Despite theoretical and anecdotal evidence that cultural differences can create major obstacles to achieving integration benefits, empirical research on the performance impact of cultural differences in M&A yielded mixed results: while some studies found national or organizational cultural differences to be negatively related to measures of M&A performance, others observed a positive relationship or found cultural differences to be unrelated to M&A performance. We offer several explanations for the inconsistent findings of previous research on the performance impact of cultural differences in M&A and develop a model that synthesizes our current understanding of the role of culture in M&A. We conclude that the relationship between cultural differences and M&A performance is more complex than previously thought and propose that, rather than asking if cultural differences have a performance impact, future research endeavors should focus on how cultural differences affect M&A performance.

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Advances in Mergers and Acquisitions
Type: Book
ISBN: 978-0-76231-172-9

Book part
Publication date: 1 January 2012

Gavriel Meirovich

This theoretical research endeavors to find common ground in the ostensibly inconsistent results of studies on the impact of cultural similarities and differences on strategic…

Abstract

This theoretical research endeavors to find common ground in the ostensibly inconsistent results of studies on the impact of cultural similarities and differences on strategic partnerships. Some findings suggested that partners have to possess similar cultural characteristics in order to achieve success, while others showed that cultural distance had a positive effect on efficiency and the competitiveness of partnerships. I systematically analyze the equivocal evidence of influence of both commonalities and differences on partnerships' outcomes, highlighting conditions under which they can be either beneficial or dysfunctional. Several propositions are formulated in regard to the role of qualitative and quantitative differences in both organizational and national cultures. Further, the theoretical and practical implications are also discussed.

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Advances in Mergers and Acquisitions
Type: Book
ISBN: 978-1-78052-196-1

Book part
Publication date: 15 July 2009

Barry Gerhart

It is generally recognized that multinational enterprises must take into account country differences in deciding the degree to which it makes sense to localize their human…

Abstract

It is generally recognized that multinational enterprises must take into account country differences in deciding the degree to which it makes sense to localize their human resource management (HRM) strategies and organization cultures to fit with the host country or rather standardize HRM strategies and organization cultures across countries. However, an important vein of academic work assumes that country differences, especially in national culture, are so important that management is “culturally dependent” (Hofstede, 1983) and that “national culture constrains variation in organization cultures” (Johns, 2006). I critically evaluate the logical and empirical evidence (including methodological issues regarding effect size) used to support such constraint arguments and conclude that the evidence is much weaker than widely believed. One implication then is that organizations may be less constrained by national culture differences in managing workforces in different countries than is often claimed. A second implication is that researchers may wish to re-think how they study such issues. I provide suggestions for future research.

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Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-84855-056-8

Book part
Publication date: 12 July 2011

Luis L. Martins and Marieke C. Schilpzand

Global virtual teams (GVTs) – composed of members in two or more countries who work together primarily using information and communication technologies – are increasingly…

Abstract

Global virtual teams (GVTs) – composed of members in two or more countries who work together primarily using information and communication technologies – are increasingly prevalent in organizations today. There has been a burgeoning of research on this relatively new organizational unit, spanning various academic disciplines. In this chapter, we review and discuss the major developments in this area of research. Based on our review, we identify areas in need of future research, suggest research directions that have the potential to enhance theory development, and provide practical guidelines on managing and working in GVTs.

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Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-0-85724-554-0

Book part
Publication date: 1 January 2008

Susana Costa e Silva and Luciara Nardon

This chapter is part of a research project examining the role of culture and culture differences in foreign partnerships. We build on prior research on culture distance to explore…

Abstract

This chapter is part of a research project examining the role of culture and culture differences in foreign partnerships. We build on prior research on culture distance to explore the influence of perceptions of cultural differences on perceived relational risk. Perceived relational risk is defined here as the degree of satisfaction of being involved in business activities with nationals of a given country. Contrary to expectations, our analysis suggests that cultural differences are sometimes perceived as a desirable characteristic and may be associated with lower relational risk. We speculate that culture distance is an asymmetric construct in which the perception of a cultural difference may be interpreted as positive or negative depending on the perspective from which the reading is made and the nature of the task in which the perception is formed.

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New Perspectives in International Business Research
Type: Book
ISBN: 978-1-84855-279-1

Book part
Publication date: 15 July 2009

Andrea Fischbach

Within the last two decades there has been an increased interest in the issue of work and emotion within work and organizational psychology and related fields. Although the…

Abstract

Within the last two decades there has been an increased interest in the issue of work and emotion within work and organizational psychology and related fields. Although the cross-cultural perspective has a long tradition in research on emotions, organizational behavior researches on the dynamic of emotions at work have devoted surprisingly little attention to cross-cultural issues. In this paper, an attempt is made to show how important and useful a cross-cultural perspective is for understanding the role of emotion in the workplace. First, a review of recent publications of cross-national cross-cultural research of emotion at work is presented. In this, the focus is exclusively on cross-national organizational behavior studies of specific emotions with national culture as an explanatory variable. The aim of this is to identify core findings of cross-cultural research on emotion in organizational behavior and some gaps in this burgeoning literature. Second, a review is presented of findings on cross-cultural similarities and differences in emotion, culture-specific norms, and values and their effect on emotion. The aim of this is to identify the implications of these findings for future research on emotion at work. Third, a review of methodological issues in cross-cultural research is presented followed by some recommendations to further advance this area of research.

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Emotions in Groups, Organizations and Cultures
Type: Book
ISBN: 978-1-84855-655-3

Book part
Publication date: 19 September 2014

Satu Teerikangas and Tomi Laamanen

While there is an increasing understanding of the challenges that can emerge in integration processes of cross-border mergers and acquisitions, there is a scarcity of research on…

Abstract

While there is an increasing understanding of the challenges that can emerge in integration processes of cross-border mergers and acquisitions, there is a scarcity of research on how the different integrative activities should be temporally sequenced. Based on an in-depth analysis of three acquisitions, we find that structural and cultural integration are intertwined. We find that cultural integration will begin only once structural integration is in progress. Cultural differences can, however, impede structural integration if structural integration is done in conflict with the existing culture of the acquired company. Thus, structural integration should come first, but it should be done in appreciation with the acquired company’s existing culture. Cultural change is then facilitated in an iterative manner over time by the new structure. Our chapter contributes to an improved understanding of the temporal dynamics of integration by demonstrating the mutually reinforcing effects of structural and cultural integration in cross-border acquisitions.

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Advances in Mergers and Acquisitions
Type: Book
ISBN: 978-1-78350-970-6

Keywords

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