Do Cultural Differences Matter in Mergers and Acquisitions? A Tentative Model and Examination

By Günter K. Stahl, Andreas Voigt. Organ. Sci., 2008

744 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/c96fe213310010748a9cea5f085f520cc32f4e04

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Citations in the corpus

Towards a more balanced treatment of culture in international business studies: The need for positive cross-cultural scholarship (2014, background): “CULTURE IN IB RESEARCH: APPLYING THE EXPLORATION–EXPLOITATION FRAMEWORK TO WORK ON CROSS-BORDER M&A As several narrative reviews of the cross-border M&A’s literature (Björkman et al., 2007; Cartwright Journal of International Business Studies & Schoenberg, 2006; Schweiger & Goulet, 2000; Teerikangas”
Duality in Diversity: How Intrapersonal and Interpersonal Cultural Heterogeneity Relate to Firm Performance (2019, methodology): “…examine how culture influences success or failure at the interorganizational level—for example, in mergers and acquisitions (Weber and Camerer, 2003; Stahl and Voigt, 2008; Van den Steen, 2010; Bauer and Matzler, 2014), joint ventures, and alliances (Park and Ungson, 1997; Pothukuchi et al., 2002).”
Cultural differences, convergence, and crossvergence as explanations of knowledge transfer in international acquisitions (2010, neutral): “Such an approach has been called for in recent critical analyses of the cultural literature on mergers and acquisitions (M&As) (Angwin & Vaara, 2005; Stahl & Voigt, 2005, 2008; Teerikangas & Very, 2006).”
Sociocultural Integration in Mergers and Acquisitions: Unresolved Paradoxes and Directions for Future Research (2013, background): “…mutual respect and trust, facilitate the transfer of capabilities, resource sharing, and learning; and that, conversely, sociocultural and human resources problems can undermine the realization of projected synergies (e.g., Birkinshaw et al., 2000; Larsson & Finkelstein, 1999; Stahl & Voigt, 2008).”
Why and how does shared language affect subsidiary knowledge inflows? A social identity perspective (2015, background): “…of sociolinguistics and the social psychology of language have long recognized the role of language in this respect, it is less clear how exactly shared language translates into a social identity (Lauring, 2008; Ochs, 1993) and hence into knowledge transfer as an act to construct a shared identity.”
Mergers and acquisitions process: the use of corporate culture analysis (2012, background): “, 1996, 2009, 2011c; Weber, 1996), but findings are not always conclusive (Stahl and Voigt, 2008).”
Knowledge transfer and cross-border acquisition performance: The impact of cultural distance and employee retention (2016, methodology): “The meta-analysis conducted by Stahl and Voigt (2008) points to the fact that cultural differences affect socio-cultural integration and synergy realization, and increase shareholder value.”
M&A and innovation: The role of integration and cultural differences—A central European targets perspective (2016, background): “Task integration is defined as resource sharing and the transfer of capabilities (Birkinshaw et al., 2000; Stahl & Voigt, 2008).”
Unraveling the effects of cultural diversity in teams: A meta-analysis of research on multicultural work groups (2010, background): “…in domestic than in cross-border combinations, because managers and employees pay less attention to cultural differences at the corporate level than at the national level, and thus tend to underestimate the importance of cultural factors (Stahl & Voigt, 2008; Weber, Shenkar, & Raveh, 1996).”
The Effect of Brand Acquisition and Disposal on Stock Returns (2012, background): “Metaanalyses in M&A literature report average sample sizes of 269 (Stahl and Voigt 2008, across 9 studies) and 221 acquisition events (King et al. 2004, across 127 studies).”
The motives and performance of cross-border acquirers from emerging economies: Comparison between Chinese and Indian firms (2013, background): “Moreover, India is characterized as a feminine society (small MAS score), and when targeting other feminine countries (with a small cultural distance on MAS), bidders are able to further improve the realization of M&A synergies (Birkinshaw, et al., 2000; Stahl & Voigt, 2008).”