Relative standing and the performance of recently acquired European firms

The Process of Postmerger Integration: A Review and Agenda for Future Research

“…Hambrick and Cannella (1993) argued that acquisitions often cause a loss in relative standing for acquired individuals, engendering feelings of alienation, inferiority, or jealousy. Subsequent studies found further evidence that loss in relative standing adversely affects post-merger top management turnover (Lubatkin, Schweiger, & Weber, 1999), inventor productivity (Paruchuri et al, 2006), and firm performance (Very et al, 1997).…”

Mergers & acquisitions and innovation performance in the telecommunications equipment industry

“…First of all, differences in corporate culture, processes and knowledge base may impede a smooth transition of knowledge (Lane and 3 Lubatkin, 1998;Very, 1997). Furthermore, M&A integration process is time consuming and costly.…”

Cultural influences and the mediating role of socio-cultural integration processes on the performance of cross-border mergers and acquisitions

“…Weber (1996) found that in cross-border acquisitions national cultural differences were positively associated with attitudinal and behavioural outcomes, whereas in domestic acquisitions, differences in organizational culture were negatively associated with employee commitment, attitudes towards the merger and the level of cooperation between employees of the merged firms. Very, Lubatkin, Calori, and Veiga (1997) found that cross-border acquisitions were associated with lower levels of cultural difficulties than domestic acquisitions, while Larsson and Risberg (1998) reported a higher number of cultural clashes in domestic than in international acquisitions. Recently, Stahl and Voigt (2008) revealed that national cultural differences are more positively related with sociocultural integration outcomes than organizational cultural differences.…”