Completion of Chinese overseas acquisitions: Institutional perspectives and evidence

Zhang, Jianhong; Zhou, Chenglong; Ebbers, Haico A.

doi:10.1016/j.ibusrev.2010.07.003

Cited by 235 publications

(273 citation statements)

References 51 publications

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“…The extant literature has identified the motivations and means for the internationalization of these EMMs (Boateng, Qian & Tianle, 2008;Zhang, Zhou & Ebbers, 2011;Kohli & Mann, 2012;Wang, Hong, Kafouros & Boateng, 2012;Huang & Renyong, 2014;Ning, Kuo, Strange & Wang, 2014). We chose Indian and Chinese companies as they belong to two of the largest emerging economies in the world that are institutionally diverse.…”

Section: Samplementioning

confidence: 99%

The impact of leadership on organizational ambidexterity and employee psychological safety in the global acquisitions of emerging market multinationals

Rao‐Nicholson

Khan

Akhtar

et al. 2016

The International Journal of Human Resource Management

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This paper examines the impact of leadership on organizational ambidexterity and employee psychological safety based on a sample of 105 global acquisitions of emerging market multinationals. The findings suggest that, compared to the transactional and laissez faire ones, the charismatic leadership style is more significantly related with organizational ambidexterity and employee psychological safety. The results also suggest that transactional leadership is more positively related to ambidexterity and employee psychological safety than 2 laissez faire leadership. In addition, organizational ambidexterity is directly and positively associated with employee psychological safety. The implications of these results for both research and practice are discussed in the paper.

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Section: Samplementioning

confidence: 99%

The impact of leadership on organizational ambidexterity and employee psychological safety in the global acquisitions of emerging market multinationals

Rao‐Nicholson

Khan

Akhtar

et al. 2016

The International Journal of Human Resource Management

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“…First, the existing literature lacks comparative studies on cross-border M&A performance in emerging markets (Aybar & Ficici, 2009;Bhagat, Malhotra, & Zhu, 2011) though several of these countries have been studied singularly (Gubbi, et al, 2010;Wang & Boateng, 2007;Zhang, Zhou, & Ebbers, 2011). Second, this paper invokes the major motives for cross-border M&As undertaken by EM firms (Deng, 2007;Deng, 2009;Li, 2007;Luo & Tung, 2007;Sun, Peng, Ren, & Yan, 2012;Wang & Boateng, 2007).…”

Section: Introductionmentioning

confidence: 96%

The motives and performance of cross-border acquirers from emerging economies: Comparison between Chinese and Indian firms

Nicholson

Salaber

2013

International Business Review

168

155

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During the recent decade, the world has witnessed the rapid growth of MNEs from emerging economies. Their increasing participation in cross-border mergers and acquisitions has raised great attention in the extant literature. This study evaluates the value creation from these cross-border transactions from two representative emerging countries, namely China and India, and determines factors that result in the different performance of these international acquisition activities. Crossborder acquisitions conducted by these countries' companies indeed lead to significant shareholder wealth creation. Furthermore, Indian shareholders are more likely to benefit from deals in small cultural distance countries, while Chinese investors gain from the cross-border expansion of manufacturing companies. Location also affects the performance of cross-border acquisitions, with acquisitions into developed countries generating higher returns to shareholders. Our sample consists of 203 Indian and 63 Chinese cross-border deals over the period 2000-2010 and our results hold after controlling for various deal-level and firm-level characteristics.

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“…Such an affiliation does not exempt firms from external institutional pressures; rather, it changes the nature of firms' responses to the pressures. For instance, while pursuing their business objectives, SOEs can be required to serve the political mandates of the state and align their interests with the home institutions rather than challenge these interests (Scott, 2002;Zhang, Zhou, & Ebbers, 2011). Because of their affiliation with the home institutions, when they invest overseas, SOEs can be perceived by host country institutions, not simply as business entities, but also as political actors (Globerman & Shapiro, 2009;He & Lyles, 2008).…”

Section: Introductionmentioning

confidence: 99%

State ownership effect on firms' FDI ownership decisions under institutional pressure: a study of Chinese outward-investing firms

2012

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Completion of Chinese overseas acquisitions: Institutional perspectives and evidence

Cited by 235 publications

References 51 publications

The impact of leadership on organizational ambidexterity and employee psychological safety in the global acquisitions of emerging market multinationals

The impact of leadership on organizational ambidexterity and employee psychological safety in the global acquisitions of emerging market multinationals

The motives and performance of cross-border acquirers from emerging economies: Comparison between Chinese and Indian firms

State ownership effect on firms' FDI ownership decisions under institutional pressure: a study of Chinese outward-investing firms

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