The human aspect of cross-border acquisition outcomes: The role of management practices, employee emotions, and national culture

Cross-border mergers and acquisitions of emerging economies' multinational enterprises — The mediating role of socialization integration mechanisms for successful integration

“…Existing research indicates that most of the cross-border mergers and acquisitions fail and human side factors have been suggested to be the main reasons behind their high failure rates (Gunkel, Schlaegel, Rossteutscher, & Wolff, 2015;Sinkovics, Zagelmeyer, & Kusstatscher, 2011;Weber & Tarba, 2010). However, current research in this domain has focused on developed economies' mergers and acquisitions (Gunkel, et al, 2015;Sinkovics, et al, 2011), and most of the research is quite fragmented and has not been linked to any solid theoretical base.…”

“…However, current research in this domain has focused on developed economies' mergers and acquisitions (Gunkel, et al, 2015;Sinkovics, et al, 2011), and most of the research is quite fragmented and has not been linked to any solid theoretical base. The aim of this paper was to develop a model that is relevant for understanding the success of EMNEs' cross-border mergers and acquisitions.. To this end, the paper applies leadership, socialization, and degree of autonomy and control to identify important antecedents, and mediating and moderating factors that enable or hinder the success of cross-border M&As undertaken by EMNEs.…”

The contingent role of distributed leadership in the relationship between HR practices and organizational ambidexterity in the cross-border M&As of emerging market multinationals

“…Although the important role of HR practices and leadership in organizations has been acknowledged before, most research conducted on M&As has not combined the influence of HR practices and of particular leadership styles on organizational ambidexterity. The few studies that have investigated the role of leadership have focused primarily on traditional leadership styles, such as transformational and transactional (Nemanich andKeller, 2007, Vasilaki, 2011), a combination that is quite rare in the context of EMNEs (Sinkovics, Zagelmeyer and Kusstatscher, 2011, Gunkel et al, 2015. We also lack multilevel models that include the effect of HR practices on organizational ambidexterity, and describe how leadership, as a contingency variable, influences such outcomes, especially in the crossborder context, owing to differences in institutional and cultural factors.…”

“…The combination of the two is rare in the context of the EMNEs (Gunkel, Schlaegel, Rossteutscher andWolff, 2015, Rao-Nicholson et al, 2015). Above all, we lack multilevel models that combine the role of HR practices in organizational ambidexterity and show how distributed leadership, as a contingency variable, influences such outcomes, as a result of differences in institutional and cultural factors, especially in a cross-border context.…”

Making great minds think alike: Emerging market multinational firms’ leadership effects on targets’ employee psychological safety after cross-border mergers and acquisitions

“…Human side factors have been reported to be one of the major causes behind the failure of M&As (Cartwright & Cooper, 1993), and recently scholars have focused on the human side of M&As (Cartwright & Cooper, 1993;Gomes, Weber, Brown, & Tarba, 2011;Haleblian, Devers, McNamara, Carpenter, & Davison, 2009;Larsson & Finkelstein, 1999;Larsson & Lubatkin, 2001;Rees & Edwards, 2009;Stahl, et al, 2013). These studies have elucidated the human side of the M&As by focusing on the underexamined influential human factors within organizations involved in these deals such as a fit between the organizations' cultures, similarities between their management styles, cultural tolerance within their organizations and emotions (Sinkovics, et al, 2011;Gunkel, et al, 2015). Recent literature has also examined the stress experienced by the employees during and after the M&As (Ager, 2011;Ashton-James & Ashkanasy, 2008;Huy, 2012;Wilderom, et al, 2011).…”