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Meta-analyses of culture’s consequences for acquisition performance

Meta-analyses of culture’s consequences for acquisition performance PurposeThe purpose of this paper is to provide a quantitative integration of the existing empirical body of literature on culture and acquisition performance.Design/methodology/approachThe study is based on a meta-analytical approach that synthesizes 189 effect sizes from 24 independent samples with a total sample size of n=5,496 acquisitions.FindingsThis meta-analytical study found a consistently negative and significant relationship between organizational cultural differences and acquisition performance, and a dual effect of national cultural differences (i.e. cultural distance) on acquisition performance. It further identified significant methodological and contextual moderators and discusses the implications for acquisitions in emerging markets.Research limitations/implicationsDue to the nature of meta-analyses, this study is based on existing (i.e. available secondary) data. Future research may collect novel, primary data to further test the conceptual model and respective relationships developed therein.Practical implicationsThis study sheds light onto the culture-based performance determinants of acquisitions and the effects of methodological and contextual moderator variables. Given the significant importance of acquisitions across organizational and national cultures, the findings may inform business practitioners when developing sustainable strategies to successfully integrate organizations that are culturally different and/or are located in culturally diverse environments.Social implicationsA better understanding about the culture-based performance determinants of acquisitions may inform public policy makers about how to regulate and set incentives for acquisitions, which constitute a main vehicle through which firms undertake foreign direct investment, and which can be considered a global sustainable growth strategy for multinational corporations and entire economies.Originality/valueThis paper is original in that it provides a large-scale and in-depth quantitative integration and synthesis of the empirical literature on culture and acquisition performance based on a meta-analytical approach and so has important theoretical value and empirical implications for future emerging market research. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Emerging Markets Emerald Publishing

Meta-analyses of culture’s consequences for acquisition performance

Rottig, Daniel
International Journal of Emerging Markets , Volume 12 (1): 30 – Jan 16, 2017
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References (106)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1746-8809
DOI
10.1108/IJoEM-01-2015-0003
Publisher site
See Article on Publisher Site

Abstract

PurposeThe purpose of this paper is to provide a quantitative integration of the existing empirical body of literature on culture and acquisition performance.Design/methodology/approachThe study is based on a meta-analytical approach that synthesizes 189 effect sizes from 24 independent samples with a total sample size of n=5,496 acquisitions.FindingsThis meta-analytical study found a consistently negative and significant relationship between organizational cultural differences and acquisition performance, and a dual effect of national cultural differences (i.e. cultural distance) on acquisition performance. It further identified significant methodological and contextual moderators and discusses the implications for acquisitions in emerging markets.Research limitations/implicationsDue to the nature of meta-analyses, this study is based on existing (i.e. available secondary) data. Future research may collect novel, primary data to further test the conceptual model and respective relationships developed therein.Practical implicationsThis study sheds light onto the culture-based performance determinants of acquisitions and the effects of methodological and contextual moderator variables. Given the significant importance of acquisitions across organizational and national cultures, the findings may inform business practitioners when developing sustainable strategies to successfully integrate organizations that are culturally different and/or are located in culturally diverse environments.Social implicationsA better understanding about the culture-based performance determinants of acquisitions may inform public policy makers about how to regulate and set incentives for acquisitions, which constitute a main vehicle through which firms undertake foreign direct investment, and which can be considered a global sustainable growth strategy for multinational corporations and entire economies.Originality/valueThis paper is original in that it provides a large-scale and in-depth quantitative integration and synthesis of the empirical literature on culture and acquisition performance based on a meta-analytical approach and so has important theoretical value and empirical implications for future emerging market research.

Journal

International Journal of Emerging Markets – Emerald Publishing

Published: Jan 16, 2017

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