Customer knowledge sharing in cross-border mergers and acquisitions: The role of customer motivation and promise management

Knowledge is a vital source of competitive advantage and renewal for contemporary organizations. However, to date, few studies have scrutinized how mergers and acquisitions (M&As)—processes dependent on knowledge sharing—offer a valuable inter-organizational context through which to understand the attainment of customer knowledge sharing following M&As. Applying an integrated theoretical perspective from customer relationship management and M&A performance research, we study a Chinese–Finnish acquisition and customer firms of the acquired party across four advanced Western countries. We find that customer knowledge sharing is an active relationship management process that relies on the factors of customer dedication-based motivation vs. customer concerns about M&As to maintain relationships after acquisitions. In addition, and more importantly, we find that the promise management mechanisms—making promises, enabling promises, and keeping promises—of the M&A parties reinforce the motivational factors to maintain customer knowledge sharing in cross-border M&As. We propose a conceptual framework of customer knowledge sharing in cross-border M&As.     

The Challenge of Integration: A Review of the M&A Integration Literature

The integration of acquired or merging firms is a key driver of the success or failure of mergers and acquisitions (M&As). Over the last 30 years, a substantial body of research has addressed M&A integration, offering rich but widely dispersed insights into this phenomenon. This paper takes stock of the current knowledge, based on a review of articles published in scholarly journals. The review advances the conceptual understanding of the phenomenon by inductively developing an overarching framework for the M&A integration literature, where integration success is a function of context, structural and communication‐based interventions, which interact with collective sensemaking processes and negotiations among integration stakeholders. Based on this framework, a research agenda is suggested. I proposes that, in particular, the interaction between structural interventions and leadership warrants further study. Also, little is known about integration project management and integration team composition or the interaction between integration context and collective sensemaking processes. Finally, there is a shortage of research on temporal dynamics within integration projects. The review demonstrates that M&A scholars made substantial progress regarding our understanding of the M&A integration process, yet much remains to be done.     

Theoretical foundations of cross-border mergers and acquisitions: A review of current research and recommendations for the future

Cross-border mergers and acquisitions (M&As) have gained in popularity over the last decade. However, research on this type of diversification strategy has not kept pace with this trend. While there is considerable research in the area, it is unfortunately fragmented, leaving gaps that need to be addressed. Herein, we examine the theoretical perspectives and research findings on cross-border M&As from three perspectives: cross-border M&As as a (1) mode of entry in a foreign market, (2) dynamic learning process from a foreign culture, and (3) value-creating strategy. Current empirical research on this topic is also tabulated and grouped by theoretical stream to indicate major findings. Most importantly, we identify gaps in the literature and highlight five important research issues that provide directions for future research.     

Allocation Processes in Mergers and Acquisitions: An Organizational Justice Perspective

This paper contributes to the understanding of allocation processes in mergers and acquisitions by applying an organizational justice perspective. This is a perspective that has been neglected in past research on mergers and acquisitions, but which is important in understanding the challenges managers face in allocating human resources and other resources of symbolic importance. In particular, the paper examines the trade-offs between multiple goals in selecting distributive and procedural justice rules, and identifies factors that constrain these choices. Mergers and acquisitions are typically driven by multiple motives. The findings presented in this paper suggest that there are different approaches to applying justice rules in mergers and acquisitions and that these approaches have different implications for meeting multiple goals. The choice of equity in combinations with fair procedural rules is an approach which complies with the two goals of maximizing economic productivity and fostering relationships. However, the choice of this approach rests upon an unbalanced power relationship and relatively low ambiguity. When there is a high degree of ambiguity and a balanced power relationship, management has to make trade-offs between maximizing economic productivity and fostering relationships.     

Conflicting Subcultures in Mergers and Acquisitions: a Longitudinal Study of Integrating a Radical Internet Firm into a Bureaucratic Telecoms Firm

Media and telecommunications companies face the problem of how to integrate diametrically opposite radical internet firms after acquisition. Extant mergers and acquisitions (M&A) studies report that differences in the organizational culture are important in the cultural integration process. Frequently, M&A research assumes organizational cultures to be homogeneous and unified, but a large body of organizational literature suggests that organizations should be understood as heterogeneous living worlds in which employees construct their own subcultures. The paper focuses on the question of how such subcultures affect the long‐term cultural integration of merged firms. A 12‐year longitudinal field study in the Netherlands examined the integration of iPioneer into Telcom. The findings of the study show how three subcultures in iPioneer influenced the cultural integration process. The paper makes a contribution to the academic debate on cultural integration in domestic M&A by acknowledging that the numerous coexisting subcultures influence cultural integration in the complex process of post‐acquisition integration.     

Experiential learning,M&A performance,and post-acquisition integration strategy: A meta-analysis

While research on mergers and acquisitions (M&A) capabilities is accelerating, our understanding of their antecedents and performance implications still remains rather fragmented. Previous research has outlined the importance of learning for building M&A capabilities, but no work has attempted to summarize previous empirical findings regarding different learning mechanisms and their impacts on M&A performance. Mainly drawing upon organizational learning theory and the dynamic capabilities perspective, this study consolidates research on the relationship between different learning mechanisms, post-acquisition integration strategies, and M&A performance. Using meta-analytical techniques, our study shows that the capability-building mechanism relying on deliberate investments in learning tends to be more effective than the capability mechanism based on mere experience accumulation. In addition, our findings indicate that a higher degree of integration is associated with enhanced M&A performance among firms with more developed experiential learning, highlighting the need to explore mediating effects of integration strategy choices on the experiential learning-performance relationship.     

The Role of Emotions in Cross-Border Mergers & Acquisitions: A Systematic Review of the Inter-Disciplinary Literature and Future Research Agenda

Cross-border mergers and acquisitions (M&As) are highly emotional events for the employees of involved organizations. The strength and directionality of emotional reactions can result in positive or negative employee outcomes contributing to success or failure of cross-border M&As. Existing studies on emotions and cross-border M&As have identified various underlying mechanisms and factors that influence employee emotions in cross-border M&A activities, leading to a fragmentation of current research on this topic. In this article, we systematically review the interdisciplinary literature on the role played by emotions in cross-border M&As by analyzing a sample of 78 articles published between 2000 and 2021. We contribute to the current literature by (1) providing a holistic and deeper understanding of the role played by emotions in cross-border M&As; (2) mapping the current state of the interdisciplinary literature on emotions and cross-border M&As; and (3) developing a multi-level framework, and identifying key theories and emerging themes to be examined in future studies.     

End‐of‐Day Price Manipulation and M&As

Based on mergers and acquisitions (M&As) from over 45 countries from 2003 to 2014, we show that the presence of end‐of‐day (EOD) target price manipulation prior to M&As increases the probability of an M&A deal withdrawal, and decreases the premium paid. More detailed exchange trading rules that govern manipulation across countries and over time lower the probability of withdrawal, mitigate the negative impact of EOD manipulation on withdrawal and raise premiums paid. Finally, while there are fewer cases of acquirer price manipulations prior to M&As, the data indicates positive acquirer price manipulation in share M&As and increases the probability of deal withdrawal.     

Board attributes and shareholder wealth in mergers and acquisitions: a survey of the literature

The question of whether a “good” corporate board structure can optimize performance and minimize conflicts between managers and shareholders has been widely debated. Because mergers and acquisitions represent major managerial investment decisions that are subject to board scrutiny, the effectiveness of a board’s structure is especially visible in the context of corporate acquisitions. With that in mind, in this paper, we examine the abundant literature in the fields of strategic management, economics, and finance in order to identify which board attributes contribute to the ability of corporate boards to create value through mergers and acquisitions. In particular, we discuss the impact of four board attributes: (1) board independence, (2) board size and director-specific attributes, (3) board ownership and compensation, (4) multiple directorships. As a result of our analysis, we conclude that the impact of board attributes on shareholder wealth in mergers and acquisitions is specific to each firm. Therefore, board regulations that do not reflect a firm’s specific needs may in fact hinder the creation of a board that is capable of responding effectively to the firm’s unique needs and circumstances.     

The effect of board size on shareholder value: Evidence from bank mergers and acquisitions

This study examines the effect of board size on the economic impact of bank mergers and acquisitions (M&A) in the US. Using a hand-collected dataset of 508 M&A between 2012 and 2018, we find that board size is negatively related to acquirer excess returns. In an additional analysis, we show that large boards have positive value implications for banks that combine the CEO and chairman roles as well as for large banks. Our findings indicate that a “one-size-fits-all” approach to board size is not necessarily in the interests of shareholders; instead, a more flexible and proactive formulation is needed.     

Die steuerliche Berücksichtigung von Refinanzierungsaufwendungen beim internationalen Unternehmenskauf

The possibility to deduct interest expenses resulting from financing international mergers & acquisitions for tax purposes affects the attractiveness of international mergers & acquisitions. Multinationals can use tax planning in order to achieve a tax favored deduction of such interest expenses. On the one hand multinationals can achieve a tax effective deduction of such interest expenses in the country of residency of the target firm using an acquisition vehicle in combination with group taxation or a merger. On the other hand multinationals can try to deduct such interest expenses in the subsidiary within the multinational group being subject to the highest tax rate. The deduction of interest expenses resulting from international mergers & acquisitions should not violate the economic principle of neutral taxation. Following this principle, the deduction of such interest expenses should be granted at exactly the tax rate, at which the profits of the acquired firm are subject to taxation.     

The effect of mergers and acquisitions on productivity: An empirical application to Spanish banking

Mergers and acquisitions are frequently justified in terms of value creation or efficiency improvements. Nevertheless, the evidence is not consistent with the existence of benefits in terms of the costs, productivity, profitability or market value of the firms involved. A distinguishing feature of extant research is that it focuses on the assessment of the consequences of mergers around the time in which the operation takes place, limiting the possibility of observing a complete integration between the merged firms. In this context, the objective of this paper is to evaluate the effects of mergers and acquisitions on the long-run productivity of Spanish savings banks. Our results show that productivity improvements can be found in only half of the mergers that take place during the period analyzed.     

基于VaR方法的中国石油企业跨国并购的价格风险评价

以VaR方法中的历史模拟ARMA预测方法(HSAF)为基本分析方法,以WTI原油现货价格为基本分析变量,衡量了中国石油企业在进行海外并购时面临的价格风险.研究结论表明,在97.6%的置信水平下,预测期内的VaR预测值比实际值要大得多,并且大多数情况下预测值是实际值的1～2倍.最后,对降低中国石油企业跨国并购市场风险提出了若干建议.     

政府干预、所有权性质与企业并购

本文考察了在存在地方政府干预的背景下不同所有权性质与企业并购决策的关系,研究发现,地方政府直接控制的企业更易实施本地并购、更多的实施无关的多元化并购,而中央政府控制的企业则可以突破地方政府设置的障碍,实现跨地区并购。本文研究表明,地方政府干预的确对企业的并购决策产生了影响,也一定程度支持了我国存在市场的地区分割的结论。     

The financial crisis,acquisition premiums and the moderating effect of CEO power

The recent financial crisis brought upon a period of increased information uncertainty for firms and market agents and in the context of mergers and acquisitions, increased information asymmetry between bidders and targets. This led to an overall increase in average acquisition premiums. However, the final realized premium can be moderated through CEO characteristics in dealing with such issues as uncertainty and asymmetry. Bidder CEOs can reduce these premiums through their expertise, networks and control: powerful CEOs will tend to pay smaller premiums than weaker CEOs because they are better equipped to deal with the increased information uncertainty and asymmetry, either through risk-averse behavior or better assessment of target quality. Our results based on a six-year sample of S&P500 firms engaged in M&A activity, and centered on the onset of the recent financial crisis, largely support our predictions. While earlier research suggested that CEO power could lead to higher premiums, our study points to the opposite conclusion: during times of financial crisis, CEO power effectively constrains premiums. This extends our understanding of why bidder CEOs overpay beyond the role of bidder anchoring bias, hubris, and target resistance by considering the role of macro-environmental conditions and power.     

The implications of internationalisation for the management of the vehicle components industry in Britain,Germany, Japan and the U.S.A.

The vehicle components industry, which in recent years has become subject to a more international pattern of competition, provides a good example of how internationalisation forces companies to re-appraise their strategic priorities. The industry's breadth and complexity afford rich international comparisons and suggest conclusions of broader relevance.Thirty British vehicle component manufacturers and thirty from Germany, Japan and the U.S.A. were matched on the basis of six specific components. Field research, entailing discussions with senior executives and factory visits in all four countries, was complemented with desk research analysing the industry more comprehensively.The dramatic decline in company performances, particularly in Britain, reflects over-reliance on higher-level strategies such as diversification, acquisitions, mergers and industrial consolidation, the pursuit of scale economies and the restoration of financial positions through restructuring and retrenchment. Internationalisation calls for competitive strategies that are coherent in the face of powerfully supported international rivals, and generally requires greater market focus. Secondly, basic issues such as manning levels and productivity, quality and flexible manufacturing systems have increased in importance due to radically improved international standards of best practice, established by countries such as Japan.     

Looking into the ‘black box’ – unlocking the effect of integration on acquisition performance

Extending research on the performance of Mergers and Acquisitions (M&As), this paper seeks to explain how the post-acquisition integration phase affects acquisition performance. Despite extensive research efforts, there remains a scant understanding of how acquisition implementation, particularly in the post-acquisition integration phase, impacts the performance of M&As. Based on an extensive study of eight acquisitions, in this paper, a grounded model detailing the mechanisms by which the post-acquisition integration phase affects acquisition performance is developed. The model posits that integration-related factors do not bear directly upon acquisition performance. Instead, their effect is mediated by functional organizations in both firms. When focusing into these functional mediating dynamics, we observe that integration-related processual, behavioral and cultural factors affect the identified functional mediators in different ways. Going forward, we echo calls for integrated perspectives to the study of M&A and M&A performance in particular.     

The growth of acquisitions in services

Service firms account for 55% of all mergers and acquisitions deals which were done in the 1980s, so it is essential that we understand better the benefits they seek and the challenges they encounter. This study identifies the specific benefits sought and challenges encountered in the mergers and acquisitions as reported by the CEOs of 174 major firms operating across five service sectors. The study also identifies the management's choice of strategies for entering international markets. Clear differences exist among these service sectors in the benefits sought, the challenges encountered and their international market entry strategies. However, merging different cultures and integrating different staffing policies were identified as major challenges in all the sectors.     

Achieving Post-Acquisition Success: The Role of Corporate Entrepreneurship

Corporate entrepreneurship can play a central role in the integration of mergers and acquisitions. This paper describes a study spanning seven years for six mergers and acquisitions that involved UK, US and Swedish acquisitions of East German firms. The authors used the respective strengths of corporate entrepreneurship to predict the likely success or failure of each M&A, with very accurate results when they revisited the companies in 2001. The authors draw further lessons from the study by linking corporate entrepreneurship to the learning organisation and providing practical lessons for managers.     

Not All Differences Are the Same: Dual Roles of Status and Cultural Distance in Sociocultural Integration in Cross-border M&As

Despite, or perhaps due to, its central role in international business research, cultural distance is a widely debated and criticized construct. In this paper, I will examine the conditions under which two specific assumptions regarding the cultural distance construct (viz., symmetry and discordance) can get illusionary and misleading. Understanding the reasons behind the (in)admissibility of these assumptions is especially important to guide future cross-cultural research to take necessary steps towards conceptual and methodological adjustments and remedies. Towards that end, I introduce the idea of status heterogeneities between social actors who interact in a multicultural context, and how these heterogeneities can mold the mutual perceptions and attitudes between individuals. As the primary means with which firms internationalize, cross-border mergers and acquisitions are used as the context within which dual roles and implications of status and cultural distance are theorized. Auxiliary insights provided by status theories can explain why and when assumptions of symmetry and discordance could be wrong and misleading. Furthermore, incorporating status into the extant literature can reconcile inconsistent empirical results and help future research avoid under-specified models that do not account for systematic biases in their sample sets.