Purpose -The purpose of this paper is to examine operational-level implementation issues regarding mergers and acquisitions (M&As) in general, and resource combination and integration at the functional marketing level in particular. Design/methodology/approach -The paper introduces four factors (i.e. collaboration, interaction, marketing synergy, and the realignment of marketing resources) that support successful M&A marketing integration and enhance overall M&A performance. Findings -The results indicate that marketing synergy and the realignment of marketing resources contribute significantly to the extent of integration. At the same time, the authors find a significant but negative relationship between the interaction dimension and the speed of integration. Originality/value -The cultural integration of firms that feature different management styles and organizational cultures has been recognized as a particularly challenging aspect of cross-border M&As. This study explains factors that contribute to effective marketing integration in M&As.

Marketing integration in mergers and acquisitions (M&As) is an important means of ensuring the survival of the combined firm. This can be achieved by streamlining and redeploying all marketing resources from both sides: the acquirer and the acquired firm. Marketing integration could be referred to as the backbone of the firm combining process because of its potential to generate higher revenues for the newly-combined firm. However, existing studies have not clearly investigated the mechanisms that contribute to the marketing integration process in cross-border M&As. The purpose of this study was to fill this gap by exploring effective mechanisms that can improve this process. Specifically, marketer collaboration, interaction, marketing synergy, and the redeployment of marketing resources were proposed as key mechanisms that influence marketing integration in this context. The results indicated that marketing synergy and the redeployment of marketing resources have a strong and significant impact on the extent of integration. Meanwhile, there is a striking negative and significant result that pertains to the relationship between interaction and speed of integration.

Cross-border mergers and acquisitions (M&As) are strategic business expansions across national boundaries, which can prove rather problematic and complex. The most challenging part of the process is the integration of two different firms that feature different management styles and departmental practice. Once the integration seeps deeper into functional levels, strategic-level M&A commitment is faced with operational implementation issues. The marketing departmental function is usually heavily involved in this integration process. Research on marketing integration in relation to M&As has paid little attention to the process of combining similar resources from two similar departments, particularly in the cross-border M&A context. Furthermore, existing research does not clearly demonstrate the success factors that contribute to the marketing integration process in M&As. Hence, this paper discusses the phenomenon of marketing integration in the cross-border M&A context. Collaboration, interaction, marketing synergy and redeployment of marketing resources are proposed as antecedents to the integration. Drawing from the extant literature, propositions are developed, and mechanisms to improve M&A integration performance are elaborated.

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Purpose Drawing on the resource-based view (RBV) and structure–conduct–performance (SCP) paradigm perspectives, this study aims to investigate the influence of the innovation and technical capabilities of exporting organisations on their export performance moderate by competitive intensity. Design/methodology/approach Primary data were collected from 162 Chinese manufacturer–exporter companies operating across China. The conceptual framework of this study, which incorporated the impact of RBV and SCP paradigm determinants on export performance through the interaction effect of competitive intensity, was tested using structural equation modelling (Smart-PLS). Findings Results show that the technical and innovation capabilities can increase its export success in international markets. Furthermore, this research finds that competitive intensity moderates the positive relationship between technical capability and export performance but not the relationship between innovation capability and export performance. Originality/value This study presents a holistic assessment of the export performance of manufacturer–exporter enterprises by accounting for the overlooked effect of organisational capabilities through the moderating function of competitive intensity. This study has far-reaching consequences for export academics and practitioners, including the fundamental concept of an internationalizing small- and medium-sized enterprises, especially the manufacturers.