Abstract
How do cultural differences between home and host nations undermine or enhance multinational acquisitions? Although most believe that differences in national culture affect performance in acquired firms, some studies find cultural differences are problematic, others find they add value to the parent firm, and others find variable or no effects. The study of 103 related acquisitions reported here suggests that the path between national culture and successful integration of an acquisition follows an indirect process. We find that the cultural match or mismatch between the parties to a related acquisition shape their ability to successfully integrate and share resources, which in turn affects the ability to realize synergies.
| Original language | English |
|---|---|
| Pages (from-to) | 269-288 |
| Number of pages | 20 |
| Journal | International Business Review |
| Volume | 14 |
| Issue number | 3 |
| DOIs | |
| State | Published - Jun 2005 |
| Externally published | Yes |
Bibliographical note
Funding Information:The author is grateful for the significant contributions of Stuart Buchanan and Barbara Parker to earlier stages of this project. The data collection was helped by a Faculty Research Grant from the University of Auckland Business School. Sincere thanks also to Kerr Inkson and two IBR reviewers for their numerous insightful comments that contributed significantly to this paper.
Funding
The author is grateful for the significant contributions of Stuart Buchanan and Barbara Parker to earlier stages of this project. The data collection was helped by a Faculty Research Grant from the University of Auckland Business School. Sincere thanks also to Kerr Inkson and two IBR reviewers for their numerous insightful comments that contributed significantly to this paper.
| Funders | Funder number |
|---|---|
| University of Auckland Business School |
Keywords
- Acquisitions
- Culture
- Integration
- Synergy