Cultural differences and capability transfer in cross-border acquisitions: the mediating roles of capability complementarity, absorptive capacity, and social integration

By Ingmar Björkman, Günter K. Stahl, Eero Vaara. 2007

529 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/062badecd7a476b5b53640ae55751cd4a69a3f4c

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Citations in the corpus

Multinational Firm Knowledge, use of Expatriates and Foreign Subsidiary Performance (2010, unknown): “Knowledge adaptation is crucial to MNEs where economic activities occur in different institutional environments (Bjorkman et al., 2007).”
An exploration of multinational enterprise knowledge resources and foreign subsidiary performance (2013, background): “…the direct, independent impacts of relatedness in a single functional knowledge domain (e.g., Abecassis-Moedas & Mahmoud-Jouini, 2008; Cohen & Levinthal, 1990; Lane & Lubatkin, 1998; Minbaeva et al., 2003), and others in broad, generic terms (e.g., Bjorkman et al., 2007; Lane et al., 2001).”
Towards a more balanced treatment of culture in international business studies: The need for positive cross-cultural scholarship (2014, background): “(Björkman et al., 2007: 668) “Differences offer greater access to a variety of knowledge and sources of learning (Nachum, Zaheer, & Gross, 2008), the benefits of which can be seen in areas such as diversified boards and top management … as well as in work teams … .”
The Impact of Institutional and Human Resource Distance on International Entry Strategies (2009, background): “Yet, the greater are also the difficulties of cooperating with those holding this knowledge (Björkman et al., 2007; Kostova and Zaheer, 1999).”
Sociocultural Integration in Mergers and Acquisitions: Unresolved Paradoxes and Directions for Future Research (2013, background): “Since financial performance depends often on the efficient redeployment of complementary resources between the acquiring and acquired companies (cf. Björkman et al., 2007; Capron, 1999), there is a need to measure M&A performance at the organizational level (cf. Meglio & Risberg, 2010) as well as…”
Why and how does shared language affect subsidiary knowledge inflows? A social identity perspective (2015, background): “Further, the limited research on social identity in IB has primarily examined a common social identity as an antecedent to knowledge flows (e.g., Björkman et al., 2007; Hinds & Mortensen, 2005).”
Added Psychic Distance Stimuli and MNE Performance: Performance Effects of Added Cultural, Governance, Geographic, and Economic Distance in MNEs' International Expansion (2014, unknown): “1, cultural distance does not only affect interpersonal interactions but also the context of decision-making for the firm (Boyacigiller, 1990).”
Cultural differences, convergence, and crossvergence as explanations of knowledge transfer in international acquisitions (2010, methodology): “Following the example of others (Björkman et al., 2007; Bresman et al., 1999), we understand knowledge transfer as successful knowledge transfer, which means that it results in benefits for the receiving units.”
The impact of cultural differences and acculturation factors on post-acquisition conflict ☆ (2010, background): “If the knowledge stocks of the acquiring and the acquired firms are different, they are likely to be less duplicative and more complementary (Björkman et al., 2007; Larsson & Finkelstein, 1999; Shenkar, 2001) and therefore offer increased potential for synergies and knowledge transfer.”
Critical success factors through the Mergers and Acquisitions process:revealing pre- and post- M&A connections for improved performance (2013, background): “Thunderbird International Business Review Vol. 55, No. 1 January/February 2013 DOI: 10.1002/tie More recent research studies (Bjorkman et al., 2007; Brannen & Peterson, 2009; Chakrabarti, Gupta- Mukherjee, & Jayaraman, 2009; Slangen, 2006; Vaara, Sarala, Stahl, & Bjorkman, 2011) have tended to…”
M&A and innovation: The role of integration and cultural differences—A central European targets perspective (2016, background): “…became more important in the last decades (Bertrand & Zuniga, 2006; Cassiman, Colombo, Garrone, & Veugelers, 2005; Makri, Hitt, & Lane, 2010; Grimpe & Hussinger, 2013), and M&A can be seen as a vehicle to broaden the knowledge-base of a firm (Björkman et al., 2007; Vermeulen & Barkema, 2001).”