The double-edged sword of cultural distance in international acquisitions

By T. Reus, Bruce T. Lamont. 2009

432 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8ade665afc5c18bad6b7522c2d2ae3e99c8e8d62

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Citations in the corpus

M&A and innovation: The role of integration and cultural differences—A central European targets perspective (2016, background): “However, there are direct and indirect effects of cultural differences on the performance of a transaction (Reus & Lamont, 2009).”
Do cross-border acquisitions create value? Evidence from overseas acquisitions by Chinese firms (2016, background): “Datta, Pinches, and Narayanan (1992) found no significant market reaction, but Conn and Connell (1990) found that the result is sensitive to the model used, and Reus and Lamont (2009) found that value creation depends on the absorptive capability of the acquiring firm.”
Towards a more balanced treatment of culture in international business studies: The need for positive cross-cultural scholarship (2014, background): “(Reus & Lamont, 2009: 1300) “cross-border acquisitions in culturally distant countries tend to be more valuable, because a greater national cultural distance makes it more likely that the target will provide a set of routines and repertoires that are significantly different from the bidding firm’s…”
Mergers and acquisitions process: the use of corporate culture analysis (2012, background): “negative and positive effects on M&A performance (Ahammad and Glaister, 2011a, b; Reus and Lamont, 2009; Sarala, 2010; Slangen, 2006; Vaara et al., 2011; Weber et al., 2011d).”
Widening the lens: Rethinking distance, diversity, and foreignness in international business research through positive organizational scholarship (2016, background): “…groups and organizations involved in these transactions to pay greater attention to cultural sensitivities and be better prepared to navigate the cultural quagmires in the context of cross-border mergers and acquisitions (Björkman, Stahl, & Vaara, 2007; Reus & Lamont, 2009; Stahl & Voigt, 2008).”
The Concept of Distance in International Business Research: A Review and Research Agenda (2016, neutral): “In some articles, the authors explore the interaction of distance and relationship characteristics, such as communication and understandability (Reus and Lamont 2009), trust (Luo 2002) and buyer adaptation (Leonidou et al. 2011).”
Knowledge transfer and cross-border acquisition performance: The impact of cultural distance and employee retention (2016, background): “Reus and Lamont (2009) indicate that national cultural distance impedes understandability of key capabilities that need to be transferred, and constrains communication between acquirers and their acquired units, thus having a negative indirect effect on the acquisition performance.”
Emerging economies and institutional quality: Assessing the differential effects of institutional distances on ownership strategy (2016, background): “…and acquired firms have been discussed as a double-edged sword that may serve as the source of innovation derived from differing world views as well as pose obstacles to overcoming the cultural barriers in postacquisition integration (Reus & Lamont, 2009; Stahl & Tung, 2015; Stahl & Voigt, 2008).”
Critical success factors through the Mergers and Acquisitions process:revealing pre- and post- M&A connections for improved performance (2013, neutral): “…et al., 2008; Ellis et al., 2009; Graebner, 2004; Graebner & Eisenhardt, 2004; Puranam et al., 2009; Puranam et al., 2006; Puranam & Srikanth, 2007; Reus & Lamont, 2009; Sarala & Vaara, 2009; Stahl & Voight, 2008; Teerikangas & Very, 2006; Weber et al., 1996; Weber et al., 2012; Weber, Tarba, &…”