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Impact of organizational cultural differences on mergers and acquisitions performance

Impact of organizational cultural differences on mergers and acquisitions performance PurposeDrawing upon the theory of organizational commitment and relative standing, this study aimed to develop an integrative model to examine how organizational cultural differences impact on mergers and acquisitions (M&A) performance.Design/methodology/approachThe study used regression analysis and moderated path analysis to test the hypothesis with a sample of 103 executives from 49 firms acquired by Chinese state-owned enterprises.FindingsThe paper arrives at the conclusion that the executives’ organizational commitment mediated the association between organizational cultural differences and M&A performance. Besides, the authors also confirmed the moderator role of relative standing.Practical implicationsThe paper suggests ways that can help practitioners better eliminate cultural differences obstacles during the M&A by presenting an integrative framework and showed an actual Chinese case.Originality/valueThis study contributes to the M&A literature by developing an integrative model to explain the complexity between organizational cultural differences and M&A performance with a Chinese executive sample. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Chinese Human Resource Management Emerald Publishing

Impact of organizational cultural differences on mergers and acquisitions performance

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References (39)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
2040-8005
DOI
10.1108/JCHRM-07-2016-0011
Publisher site
See Article on Publisher Site

Abstract

PurposeDrawing upon the theory of organizational commitment and relative standing, this study aimed to develop an integrative model to examine how organizational cultural differences impact on mergers and acquisitions (M&A) performance.Design/methodology/approachThe study used regression analysis and moderated path analysis to test the hypothesis with a sample of 103 executives from 49 firms acquired by Chinese state-owned enterprises.FindingsThe paper arrives at the conclusion that the executives’ organizational commitment mediated the association between organizational cultural differences and M&A performance. Besides, the authors also confirmed the moderator role of relative standing.Practical implicationsThe paper suggests ways that can help practitioners better eliminate cultural differences obstacles during the M&A by presenting an integrative framework and showed an actual Chinese case.Originality/valueThis study contributes to the M&A literature by developing an integrative model to explain the complexity between organizational cultural differences and M&A performance with a Chinese executive sample.

Journal

Journal of Chinese Human Resource ManagementEmerald Publishing

Published: May 8, 2017

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