Achieving Acculturation in Mergers and Acquisitions: An International Case Survey

By Rikard Larsson, M. Lubatkin. 2001

397 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/0aef896c30f18e24423db90307b6c410a8a1b0dc

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Citations in the corpus

Cultural differences, convergence, and crossvergence as explanations of knowledge transfer in international acquisitions (2010, methodology): “Drawing on anthropological models (Berry, 1983), several studies have examined the acculturation process following a merger or an acquisition (Elsass & Veiga, 1994; Larsson & Lubatkin, 2001; Nahavandi & Malekzadeh, 1988).”
The impact of ISO 9000 diffusion on trade and FDI: A new institutional analysis (2008, neutral): “Larsson and Lubatkin (2001) point out that acquiring firms face a tradeoff between 'properly integrating' and 'harmoniously acculturating' the new acquisition—an acquirer, simply put, can not have both.”
Corporate venture capital as a means of radical innovation: Relational fit, social capital, and knowledge transfer (2007, background): “While investigating emotional or affective fit between partners or potential partners, we found relevant related research in the Merger & Acquisition (M&A) literature on postacquisition integration (Cartwright and Cooper, 1993; Datta, 1991; Larsson and Finkelstein, 1999; Larsson and Lubatkin, 2001; ”
The Challenge of Integration: A Review of the M&A Integration Literature (2017, background): “…acculturation process helps (Weber and Tarba 2012), as do mixed teams, the encouragement of socialization among employees (‘get-togethers’), specialized integration teams, personnel exchange and detailed integration plans (Larsson and Lubatkin 2001; Lodorfos and Boateng 2006; Saunders et al. 2009).”
The impact of cultural differences and acculturation factors on post-acquisition conflict ☆ (2010, background): “This is particularly important if the goal is to build a new culture that is shared by both firms (Larsson & Lubatkin, 2001; Siehl & Martin, 1981).”
Knowledge transfer and cross-border acquisition performance: The impact of cultural distance and employee retention (2016, background): “Post-acquisition integration, which includes coordination between the two firms engaged in the acquisition, is considered to be one of the most important factors in realizing the synergistic benefits of the M&A (Larsson & Finkelstein, 1999; Larsson & Lubatkin, 2001).”
Critical success factors through the Mergers and Acquisitions process:revealing pre- and post- M&A connections for improved performance (2013, positive): “…and acquiring firms, postacquisition integration and resource reconfiguration may be necessary (Capron & Mitchell, 1989; Ellis, Reus, & Lamont, 2009; Ellis, Weber, Raveh, & Tarba, 2012; Larsson & Finkelstein, 1999; Larsson & Lubatkin, 2001; Schweizer, 2005; Tarba, Almor, & Benyamini, 2011).”
Sociocultural Integration in Mergers and Acquisitions: Unresolved Paradoxes and Directions for Future Research (2013, background): “Other scholars have reported a positive effect of cultural differences on M&A performance (e.g., Larsson & Lubatkin, 2001; Weber & Shenkar, 1996).”
Target Reputation and Appropriability: Picking and Deploying Resources in Acquisitions (2004, background): “Satisfaction should be higher when executives acquire firms with similar values, language, and rituals, where social controls would be more effective (Larsson & Lubatkin, 2001).”
Cultural differences and capability transfer in cross-border acquisitions: the mediating roles of capability complementarity, absorptive capacity, and social integration (2007, background): “, 1991) and on acquisitions in particular (Haspeslagh and Jemison, 1991; Birkinshaw et al., 2000; Larsson and Lubatkin, 2001).”
Incompatible strategies in international mergers: the failed merger between Telia and Telenor (2008, background): “The discussion of how this value creation potential is to be realised has, however, been left largely to the organisational fit literature (Buono, Bowditch, & Lewis, 1985; Cartwright & Cooper, 1992; Larsson & Lubatkin, 2001).”