Cultural differences, convergence, and crossvergence as explanations of knowledge transfer in international acquisitions

By Riikka M. Sarala, Eero Vaara. 2010

339 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f2f0390291f81a18fdc51108a5b45937be886683

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In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

The Concept of Distance in International Business Research: A Review and Research Agenda (2016, neutral): “Indeed, only two studies found that cultural distance had a positive effect either on knowledge transfer (Sarala and Vaara 2010) or on the interorganizational relationship (Reus and Lamont 2009).”
Home Country Institutions and the Internationalization-Performance Relationship (2016, methodology): “This measure comes from the GLOBE project, which has been widely used by scholars exploring the management implications of national culture (e.g., Sarala & Vaara, 2010) and is time invariant.”
Knowledge transfer and cross-border acquisition performance: The impact of cultural distance and employee retention (2016, background): “37 Schoenberg, R. (2004). Dimensions of management style compatibility and cross-border acquisition outcome.”
Widening the lens: Rethinking distance, diversity, and foreignness in international business research through positive organizational scholarship (2016, background): “…be associated with positive outcomes in a range of international business contexts, including culturally diverse teams (e.g., Stahl, Maznevski, Voigt, & Jonsen, 2010), global alliances and joint ventures (e.g., Meirovich, 2010), and crossborder mergers and acquisitions (e.g., Sarala & Vaara, 2010).”
Critical success factors through the Mergers and Acquisitions process:revealing pre- and post- M&A connections for improved performance (2013, neutral): “…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, & Reichel, 2009; Weber,…”
Sociocultural Integration in Mergers and Acquisitions: Unresolved Paradoxes and Directions for Future Research (2013, background): “Studies have pointed to the importance of cultural change (Sarala & Vaara, 2010), but the measures of cultural change require development.”
Mergers and acquisitions process: the use of corporate culture analysis (2012, background): “The second stream of research focuses on the post-merger stage and examines the cultural fit of the buying and selling firms and its impact on the success of the merged company (Chatterjee et al., 1992; Sarala and Vaara, 2009; Stahl and Voigt, 2008; Weber et al., 1996, 2009, 2011c; Weber, 1996), but”
Towards a more balanced treatment of culture in international business studies: The need for positive cross-cultural scholarship (2014, background): “(Sarala & Vaara, 2010: 1380) To w ard s a m o re b alan ced treatm en t o f cu ltu re in IB stu d ies G ünter K Stahland Rosalie L Tung 3 9 5 JournalofInternationalBusiness Studies findings – in fact, a substantial proportion of studies (47”