A Comparative Overview of the Impact of Cultural Diversity on Inter-Organisational Encounters

Teerikangas, Satu

doi:10.1016/s1479-361x(07)06003-6

Cited by 14 publications

(11 citation statements)

References 75 publications

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“…Behavioral scholars have focused on the socio‐cultural issues involved in the integration stage of an acquisition (Weber & Tarba, ). Several studies have examined the role of national and organizational culture (e.g., Teerikangas, ; Teerikangas & Very, ; Weber, Tarba, & Bachar, ; Weber, Tarba, & Reichel, ) and various human resource practices in post‐acquisition integration (Angwin, Mellahi, Gomes, & Peters, ; Gomes, Angwin, & Melahi, ; Weber, Rachman‐Moore, & Tarba, ). The basic premise of this school is that the success of an acquisition can be accomplished if proper attention is directed to the management of sociocultural and human resource issues in addition to strategic and financial factors (Stahl et al, ).…”

Section: Theoretical Model and Hypothesesmentioning

confidence: 99%

Does changing contexts affect linkages throughout the mergers and acquisition process? A multiphasic investigation of motives, pre‐ and post‐acquisition and performance

2020

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Mergers and acquisitions (M&As) are important organizational change phenomena that have attracted significant research focusing on many aspects, but only recently has attention begun to concentrate on its complex multiphasic nature and its embeddedness in multiple contexts. So far, the influence of the macro context in M&A deals has been little studied and its interaction with M&A's multiphasic nature has been ignored. This article addresses this limitation by investigating whether different macroeconomic wave and non‐wave periods of M&A activity influence phases of M&A in terms of motives, pre‐ and post‐acquisition processes, and acquisition performances. Drawing on a dataset of Greek M&As, an under‐researched M&A context, findings suggest that acquisitions in non‐wave periods are driven by different motives from those in‐wave periods. Interestingly though, we found no statistically significant changes in pre‐ and post‐acquisition processes and M&A performance between in‐wave and non‐wave periods. We suggest this finding of organizational change may be due to the nature of the early stage of Greek M&A and may also apply to the experience of other countries. Further theoretical and practical implications of these findings are also discussed.

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Section: Theoretical Model and Hypothesesmentioning

confidence: 99%

Does changing contexts affect linkages throughout the mergers and acquisition process? A multiphasic investigation of motives, pre‐ and post‐acquisition and performance

2020

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“…Since the interpretation of the two concepts sometime overlap, it is difficult to set their clarity. For the purpose of study, merger is highlighted as an effort to combine two separate companies or organizations, and these two or more companies are led to join a new and legal organizational identity (Teerikangas, 2007).…”

Section: The Acquisition Process 2 Companies Priormentioning

confidence: 99%

“…Depending on the integration approaches applied, the firms that buy the other assets will begin to run the acquired company as a part of their operations in full or partially. In the case of a full integration as intended by previous companies, merger and acquisition will be considered as exposing managerial similarities and challenges (Teerikangas, 2007).…”

Section: The Acquisition Process 2 Companies Priormentioning

confidence: 99%

Effective Strategies to Lead Merging Organizations

Supriyanto¹

2018

Proceedings of the 3rd International Conference on Educational Management and Administration (CoEMA 2018)

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This paper describes trends of merging organizations in improving their performance. Research was conducted employing a meta-analysis technique. Literatures and findings from previous studies were reviewed to explore how companies those engaged in the merging context are led. The study focused on key issues determining the success of merger and acquisition. It also identifies indicators for the success of merging organizations, and how leader develop a new culture in the new organizations. Results found that economic condition of companies, market, and global competitions challenge some corporates to merge their companies or organizations. Recommendations and directions for future research are offered by the authors.

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“…Literature about cultural openness of employees on acquisitions has been conceptionelly and empirically validated (Stahl and Voigt 2008;Teerikangas 2007;Teerikangas and Very 2006;Earley and Ang 2003). Culture can be basically divided into a national and a firm level culture.…”

Section: Effect On Cultural Opennessmentioning

confidence: 99%

International Business Mergers and Acquisitions in Japan

Bebenroth¹

2015

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A Comparative Overview of the Impact of Cultural Diversity on Inter-Organisational Encounters

Cited by 14 publications

References 75 publications

Does changing contexts affect linkages throughout the mergers and acquisition process? A multiphasic investigation of motives, pre‐ and post‐acquisition and performance

Does changing contexts affect linkages throughout the mergers and acquisition process? A multiphasic investigation of motives, pre‐ and post‐acquisition and performance

Effective Strategies to Lead Merging Organizations

International Business Mergers and Acquisitions in Japan

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