Tying the Acquirer's Human Resource Management Quality to Cross‐Border Acquisition Divestment Probability: Curvilinear Connection with Slacklining

Cross‐border acquisitions are growing in volume and global economic importance, yet a considerable number end in failure. Many of these failures may be linked to people management‐related issues. We extend this stream of research by investigating the impact of the acquirer's aggregate human resource management (HRM) quality on cross‐border acquisition divestment. Our empirical analysis uses a panel database of 4128 cross‐border acquisition/year observations and an event history design. The findings confirm a curvilinear relationship and suggest that acquisition failures are not merely associated with poor HRM quality, but also with very high levels of HRM quality, that is, with both extremes. Moreover, our results show that financial slack has a significant moderating effect on the curvilinear relationship between HRM quality and the likelihood of acquisition divestment. Overall, our study reveals boundary conditions for the widely demonstrated positive relationship between HRM quality and organizational performance in an acquisition context.     

Reducing Customer Dissatisfaction: How Important is Learning to Reduce Service Failure?

As service failures are inevitable, firms must be prepared to recover and learn from service failures. Yet, the majority of customers are still dissatisfied with the way firms resolve their complaints. Can learning to reduce service failures reduce customer dissatisfaction, and to what extent are such reductions sustainable? Previous research showed that organizational learning curves for customer dissatisfaction (i) follow a U‐shaped function of operating experience and (ii) are heterogeneous across firms. In this paper, I tease out where the U‐shaped learning‐curve effect and learning‐curve heterogeneity originate: service failure or customers' propensity to complain with a third party given the occurrence of a service failure. Using quarterly data for nine major US airlines over 11 years, I find that the U‐shaped learning‐curve effect and the learning‐curve heterogeneity originate in the propensity to complain. In the long term, reductions in service failure did not translate in sustainable reductions in customer dissatisfaction. Customers' propensity to complain eventually went up. Managing the propensity to complain provides more opportunity for a firm to distinguish itself from competitors.     

The Impact of Vicarious Experience on Foreign Location Strategy

MNEs can learn from the foreign investment experiences of other firms when evaluating their own foreign entry strategies. We argue that other firms' experiences reduce investment barriers arising from formal and informal institutional environments in host countries that are dissimilar from an MNE's home country, thereby encouraging new entry. Our empirical analysis of foreign entries by Japanese public manufacturing firms over more than a thirty-year period indicates that the prior experiences of other firms in a host country mitigate the negative effect of formal and informal institutional distance on entry decisions: as other firms' experiences in a host country increase, a firm is less deterred by greater institutional distance from entering the country. We also find that the distance-mitigating effect of other firms' experiences in different industries is less significant when a larger body of same-industry firm experience exists in a country, implying a substitution effect between different types of vicarious experience.     

Location-boundedness,investment irreversibility,and divestment of international joint ventures under host market demand uncertainty

We employ the real options perspective to examine how the irreversibility of location-bound assets and resources affects the divestment of international joint ventures (IJVs) under exogenous uncertainty in host countries. Utilizing a large sample of Korean IJVs and addressing a sample selection of IJVs and the endogeneity of firms’ choice of location-bound investments, we find that high host market demand uncertainty interacts with localized products or local sales forces and reduces divestment rates of IJVs. We also find that the deterrent effects of these two country-specific investments are more salient for IJVs with local sourcing and sales. These findings imply that the deterrent effect of location-boundedness is congruent with the uncertainty-based real options theory when explaining IJV divestment.     

Relationship multiplexity,multiple resource acquisition,and export performance of emerging-market firms

Drawing on the relational view and absorptive capacity theoretical lens, we examine the relationship between relationship multiplexity, multiple resource acquisition and export performance of emerging-market (EM) firms participating in buyer-supplier relationships with developed-country multinational companies (DC MNCs). Based on a sample of 128 firms in aviation, furniture, steelworks, automobile, and electronic sectors, we find that relationship multiplexity is positively related to the capacity of EM firms participating in these inter-firm exchanges to acquire technological, marketing, and managerial resources from their DC MNC counterparts, with the most benefit occurring in the acquisition of technological and marketing resources. Furthermore, our study shows that as EM firms seek to enhance their export performance while supplying DC MNCs, it is their successful acquisition of technological and marketing resources, but not managerial resources, that are significantly associated with their superior export performance. Our study contributes to the extant literature by providing important insights into the specific sources of internationalization advantages and/or disadvantages for EM exporters by being suppliers to DC MNCs in multiplex relationships.     

Untangling the commonalities and differences between domestic cross-regional experience and international experience in shaping speed of internationalization

Prior studies have paid attention to the influence of domestic experience on internationalization, for which domestic experience primarily refers to the accumulation of internationalization knowledge from industrial peers or partners at home. We argue that the commonalities and differences between international experience and domestic cross-regional experience have not been fully incorporated in previous frameworks in the literature. Thus, in untangling the commonalities, we purposively differentiate domestic experience into two dimensions, i.e., repetition-based experience and diversity-based experience, to investigate the contingent role of making domestic cross-regional investments in shaping the relationship between international experience and the speed of internationalization. We expect that these two dimensions of domestic experience will moderate the relationship between international experience and the speed of internationalization in a different way. More specifically, repetition-based experience has a negative moderating effect while diversity-based experience has a positive moderating effect. Further, considering the differences between international investments and domestic investments, we expect that the joint impacts of international experience and domestic cross-regional experience on internationalization speed are contingent on whether firms have sufficient resources to support multiple learning or whether institutions between the home country and foreign country is similar enough for cross-context application. We expect that financial slack and institutional distance between prior foreign entries' country and the home country play significant three-way moderating roles in setting boundaries for the relationship between domestic experience and international experience. Based on the analysis of 302 Chinese publicly listed firms from 2001 to 2014, the dynamic panel data regression results support our hypotheses. Overall, our simultaneous consideration of commonalities and differences between domestic investments and international investments sheds light on how MNCs learn from both international and domestic investments to speed up their foreign expansions.     

The impact of corporate social performance on the cost of debt and access to debt financing for listed European non-financial firms

This study addresses the controversial issue of how non-financial performance affects the cost of debt capital and access to it. The relationship between corporate social performance and two measures of debt cost (accounting-based and market-based) and the measure of debt access are analysed by means of a multi-theoretical framework combining economics with social theories. By observing a sample of listed European non-financial firms over an 8-year period from 2005 to 2012, we find a negative relationship between corporate social performance and interest rate. Consistent with this result, we find a positive relationship between corporate social performance and debt rating. Thus, corporate social performance has a positive role in reducing the cost of debt capital. Moreover, firms with better corporate social performance are more attractive to lenders in terms of leverage allowance. Overall, our findings provide deeper insight into the reasons why companies should improve their corporate social performance.     

To Divest or not to Divest: A Meta‐Analysis of the Antecedents of Corporate Divestitures

Corporate divestitures have been identified as important strategic actions with a positive impact on firm performance. Yet, what is still missing in the strategic management literature is an integrative framework that quantitatively synthesizes the relative impact of various antecedents to divestitures, and theoretically reconciles the multitude of theories underlying divestiture research. To fill this gap, the author conducts a meta‐analysis (based on a sample of 35 studies) and develops four broad categories of determinants: corporate governance; firm strategy; performance; and industry environment. Evidence is found that divestitures are driven mainly by prior divestment experience, structural factors (firm size and firm diversification) and weak unit performance. In addition, the relative predictive validity of several theoretical perspectives on divestment decisions is assessed.     

Liability of foreignness and membership in a regional economic group: Analysis of the European Union

This study examines the performance of foreign vs. domestic firms in a regional economic group. In particular, we focus on host country and foreign-owned firms in the European Union. Results provide evidence of a liability of foreignness—foreign-owned firms underperform host country firms. However, there is also evidence that liability of foreignness can vary across countries, and that foreign firms can overcome the liability of foreignness in some host countries, even industrialized ones. The results show the moderating effects of the host country and home country environments on the relative performance of foreign firms. Lastly, the results reveal that foreign-owned banks from highly competitive home countries underperform foreign firms from less competitive home countries.     

Lessons from the flipside: How do acquirers learn from divestitures to complete acquisitions?

We examine whether experience from prior divestitures is associated with higher completion likelihood in subsequent acquisitions. We argue that through divestitures, firms could extract meaningful knowledge that is helpful for completing their acquisitions, such as a general understanding of acquisition deal-making stages, and the stories and aims of the target in an M&A transaction. In addition, viewing divestitures as the flipside of acquisitions, we conjecture that the selling firm can observe how the divested component of their business is acquired, and vicariously learn from these observations. We also investigate the relative importance of learning from divestiture vis-à-vis acquisition experience in determining acquisition deal completion. Finally, we contend that the effect of learning from divestitures on acquisition deal completion depends on acquisition experience and deal value. We find evidence supporting our conjectures in a sample of 2164 M&A transactions from the worldwide computer and printing industries between 1991 and 2010.     

The Market for Non‐Executive Directors: Does Acquisition Performance Influence Future Board Seats?

This paper investigates whether non‐executive directors associated with good (bad) board decisions are subsequently rewarded (penalized) in the market for directors. This question is addressed by assessing whether the post‐acquisition performance of acquiring companies influences the number of non‐executive directorships that non‐executives involved in these acquisitions hold subsequent to the acquisition. We find that non‐executives on the boards of acquirers that increase (omit or cut) their dividend subsequently hold more (fewer) non‐executive directorships in listed companies. Our findings suggest that the non‐executive labour market is efficient and rewards (penalizes) non‐executives for good (bad) acquisitions.     

Twice as Smart? The Importance of Managers’ Formative‐Years’ International Experience for their International Orientation and Foreign Acquisition Decisions

This study examined how top management team's (TMT) international orientation influences perceptions of environmental uncertainty and how these perceptions impact international strategic decisions, in particular regarding ownership stakes taken in foreign acquisitions. We highlighted the need for the concept of TMT international orientation to encompass executives’ formative‐years’ international experiences along with their international career experiences and nationalities. Empirical tests based on a sample of 2122 international acquisitions completed by 561 UK firms over the period 1999–2008 showed that TMT international orientation positively moderated the negative impact of cultural differences and host country risk on acquisition ownership stakes. The results underscored the importance of considering decision‐makers’ attributes due to their experiences at a young age, beyond their demographic characteristics or professional experience, in the context of international strategic choices. We also discussed some implications of one of the possible consequences of executives’ formative international experience, namely biculturalism, for international business.     

我国公司A+H交叉上市的溢出效应分析

交叉上市对一国国内市场和国内公司的发展有重要的影响.本文通过实证考察我国公司以A H方式交叉上市对A股市场的影响,揭示了我国交叉上市的溢出效应.研究结果显示,A H交叉上市对A股市场的影响主要表现在资金分流效应(市场扩容)的负面影响上,分散风险效应等正面影响尚未有效发挥作用.因此,监管层在推出海外上市公司回国交叉上市的鼓励政策时,至少在短期内必须考虑内地市场对扩容的承受能力.     

Causal attribution for peer performance and international joint venture divestment

We theorize that compared to peers' consistent subsidiary performance (i.e., negative subsidiary performance of unsuccessful peers and positive subsidiary performance of successful peers), firms are more likely to attribute peers' inconsistent subsidiary performance (i.e., negative subsidiary performance of successful peers and positive subsidiary performance of unsuccessful peers) to external factors that would also influence their own international joint venture (IJV) in the same market. As a result, peers' inconsistent subsidiary performance is more likely to make the observing firms adjust the expected prospects of their own IJV, thereby changing the likelihood of divestment. We also examine the boundary conditions for the effects of peers' inconsistent subsidiary performance, namely the stability of the external environment and the presence of local partner(s) in the focal IJV. Analysis of 460 Japanese IJVs established from 1996 to 2015 provides support for the importance of causal attribution in learning from peer performance.     

Liability of foreignness as a barrier to knowledge spillovers: Lost in translation?

Multinational corporations (MNC) search increasingly for lead market knowledge and technological expertise around the globe. We investigate whether their subsidiaries gain access to these valuable sources of host country knowledge to the same degree as domestic rivals. We develop a theoretical framework for “why” and “how” a lack of embeddedness and legitimacy (liability of foreignness) may translate into additional obstacles for foreign subsidiaries. We test these hypotheses empirically using a broad dataset of more than 1100 firms in Germany. We find that MNCs can compete on an equal footing with host country competitors when it comes to generating impulses for innovations from universities. They are significantly challenged by liabilities of foreignness, though, when host country customers are involved. The disadvantages are especially pronounced when the host country industry is at the technological forefront. We suggest that the disadvantages arising from liability of foreignness in the host country are especially relevant when promising lead customers have to be identified and their tacit and often unarticulated impulses have to be transferred, understood and prioritized. Management recommendations are developed on the basis of these results.     

MEASURING AND COMPARING VOLUME FLEXIBILITY IN THE CAPITAL GOODS INDUSTRY

This paper presents a theoretical framework for measuring volume flexibility and relating these measures to firm performance. We develop four metrics using the principle that a volume flexible firm can handle similar levels of uncertainty (as measured by sales variability) with smaller fluctuations in inputs (as measured by variability in cost of goods sold and variability in inventory levels). Then, using 20 years of Compustat data on 550 firms in the capital goods industry, we find that on three of four process‐based measures, small firms are more volume flexible. However, when we incorporate financial performance into our fourth metric, we find that large firms are more volume flexible. We conclude that, to be volume flexible is one thing, but to benefit from this flexibility, firms need to focus on the cost of being flexible.     

Determinanten der Vorstandsvergütung

Using a novel, hand-collected data set covering all German non-financial firms listed in the Prime Standard of FWB (Frankfurt Stock Exchange), we examine determinants of executive compensation in German listed firms. We distinguish three potential determinants: firm characteristics, firm performance, and corporate governance characteristics. While we find that simple firm characteristics like size and industry affiliation together with time effects explain more than 60 % of variation in overall compensation, performance characteristics are economically inconsequential for the explanation of compensation levels. When we distinguish between widely held firms and firms with a large blockholder, we find that the latter grant compensation packages that are smaller, less sensitive to the firm’s stock market performance but more sensitive to the firm’s operating performance. Finally, we confirm that supervisory board characteristics also affect the level of executive compensation in German firms. Overall, our findings suggest that although the corporate governance environment in Germany has changed dramatically during the last decade, German listed firms are still exposed to high agency costs.     

Greenfield or M&A? An institutional and learning perspective on the establishment mode choice of Chinese outward investments

We develop and test a model of Chinese greenfield investments using institutional and learning theories. Both the host country institutional context and the firm's international characteristics affect the establishment mode. Using 152 Chinese emerging market multinationals (EMNEs) with 401 subsidiaries distributed in 26 countries from 2003 to 2013, we build a database of 284 pairs of host country/Chinese firms to test two hypotheses. We find that, first, governance environment affects the establishment mode: greenfield investments are preferred over acquisitions in relation-based host markets, and M&As are preferred in rule-based countries. Second, the depth of Chinese EMNEs' international experience (i.e. the amount of previous investments in the same host market) moderates the effect of the governance environment on the establishment mode. Firms with greater international depth use more M&As in relation-based markets and more greenfield investments in rule-based markets, suggesting that previous investments in the same host country provide a type of learning that reduces acquisition uncertainty in the former case and increases the self-confidence of Chinese EMNEs in the latter.     

Investment attributes and learning from failure in foreign direct investments

This study examines the learning effect of multinational enterprises' (MNEs) failure experience in foreign direct investment (FDI). We also examine the contingent effects of two key investment attributes: cultural distance between the host countries and the MNE's home country and entry mode. Using a longitudinal dataset of Korean foreign direct investments during 1990–2011, we find that an MNE's prior FDI failure experience is negatively related to the failure likelihood of a focal subsequent FD, indicating a learning effect of FDI failure experience. Our results show that this learning effect weakens, as the cultural distance between the host countries of prior failed FDIs and South Korea, or the joint venture percentage among prior failed investments increases; however, those interaction effects become insignificant when a focal subsequent FDI is in a culturally different country, or a JV. This study enriches the literature on learning from failure and research on experiential learning in FDI by demonstrating the boundary conditions of the learning effect of the FDI failure experience of MNEs.     

Embracing complexity: Learning from minority, 50-50, and majority joint venture experience

Learning from joint venture (JV) experience is commonly viewed as a way to improve JV performance. However, many JVs are complex and difficult to learn from. How can firms embrace this complexity to realize the learning potential of their JV experience? To answer this question, we consider how minority, 50-50, and majority JVs differ in terms of complexity stemming from the interdependencies between the JV partners and between the JV and its parent organizations. We theorize that the relatively limited complexity of minority JV experience facilitates learning from more complex experience with majority and 50-50 JVs. However, the same facilitating effect is not expected between two forms of complex experience. We test these predictions on a comprehensive set of equity JVs formed by Dutch listed companies between 1966 and 2005, using JV survival and abnormal stock market returns as complementary JV performance measures.