Cultural differences, convergence, and crossvergence as explanations of knowledge transfer in international acquisitions

Sarala, Riikka M.; Vaara, Eero

doi:10.1057/jibs.2009.89

Cited by 268 publications

(219 citation statements)

References 105 publications

(234 reference statements)

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“…Heterogeneous institutional developments and environments in international alliances may imply huge knowledge gaps between foreign and local partners (Li & Scullion, 2006). Due to the beneficial diversity of practices, beliefs and values residing in and around alliance partners (Sarala & Vaara, 2010), institutional distance could be one of the potential sources of cross-border knowledge transfer. Notwithstanding, our findings indicate that institutional distance is essentially a key impediment of international knowledge acquisition because on the one hand, it raises the perceived opportunistic behaviors of the partner and on the other hand, it results in difficulties, puzzles, and causal ambiguities associated with knowledge transfer and learning, reflecting the limited access to knowledge.…”

Section: Discussion and Conclusion Theoretical Implicationsmentioning

confidence: 99%

Institutional distance and knowledge acquisition in international buyer-supplier relationships: The moderating role of trust

Ghauri

Larimo

2017

Asia Pac J Manag

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Institutional distance can generate expanded opportunities for multinational firms to facilitate learning and responsiveness. However, such distance can also create obstacles regarding knowledge transfer and integration. A theoretical puzzle concerns the mechanisms and conditions in which international buyers and suppliers can overcome institutional distance and acquire new knowledge. We develop an integrative moderated-mediation model in which institutional distance prevents parties from accessing knowledge but, when knowledge is obtained and mutual trust is developed, it promotes cross-border knowledge acquisition in international buyer-supplier exchange, particularly between international firms and firms from the Asia Pacific region. These findings indicate that firms can overcome the challenges of regulative and cognitive distance and facilitate access to knowledge and knowledge acquisition when they are able to develop and cultivate relationships of mutual trust with foreign partners. While normative distance may create learning incentives and opportunities in international buyer-supplier relationships, its impacts on knowledge accessibility and acquisition are insignificant.

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Section: Discussion and Conclusion Theoretical Implicationsmentioning

confidence: 99%

Institutional distance and knowledge acquisition in international buyer-supplier relationships: The moderating role of trust

Ghauri

Larimo

2017

Asia Pac J Manag

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“…Ranft and Lord (2000) found that autonomy improved retention, which in turn increased the transfer of technological capabilities from the target to the acquirer. However, Sarala & Vaara (2010) found that greater autonomy reduced beneficial knowledge transfer.…”

Section: Structural Integrationmentioning

confidence: 97%

The Process of Postmerger Integration: A Review and Agenda for Future Research

Graebner¹,

Heimeriks

Huy

et al. 2017

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Self Cite

295

354

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Mergers and acquisitions continue to be prevalent despite frequently yielding disappointing outcomes. Post-merger integration plays a critical role in M&A success, yet many questions about M&A implementation remain unanswered. In this article, we review research on post-merger integration, which we organize around strategic integration, sociocultural integration, and experience and learning. We then lay out a research agenda that centers on expanding our understanding of processual dynamics in post-merger integration. We focus on opportunities related to temporality; decision-making; practices and tools; and emotionality.

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“…They can affect organizational members' motivational disposition to share knowledge with others (Sarala and Vaara 2010). Prior studies have found that trust can explain the level and quality of knowledge sharing (van Dijket al 2016).…”

Section: Trust and Cultural Difference In Mncsmentioning

confidence: 99%

“…Cultural differences could prevent effective communication and mutual understanding, thus undermining trust. Sarala and Vaara (2010) argue that people tend to view organizational members in a different culture as out-group members who are less trustworthy. To overcome the challenge, MNCs made efforts as revealed by studies.…”

Section: Trust and Cultural Difference In Mncsmentioning

confidence: 99%

“…However, lack of trust and cultural differences are believed to be key barriers to effective knowledge transfer across borders (Ghoshal and Bartlett 1988;Subramaniam 2006;Tavcaret al 2005). Trust and understanding of cultural traits affect the motivational disposition to share knowledge (Sarala and Vaara 2010), which is the key to effective knowledge transfer (Gupta and Govindarajan 2000). MNCs have the subsidiaries dispersed globally (Bartlett and Ghoshal 2000).…”

Section: Introductionmentioning

confidence: 99%

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Promoting cross-border knowledge transfer for new product development in MNCs: a process view

Liu

2017

J Technol Transf

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Cross-border knowledge transfer plays an important role in the competitive advantage of multinational corporations (MNCs). However, it can be quite challenging due to cultural differences and lack of trust between organizational units located in different countries. Prior studies have not explored the knowledge transfer process (and its key nodes) in new product development in MNCs. This research aims to understand this process focusing on how knowledge transfer can be promoted through trust and understanding of cultural traits. A qualitative single-case study of an automotive MNC was conducted. I found that for the key nodes of the process, the company leveraged different mechanisms to promote knowledge transfer. These mechanisms facilitated trust and understanding of cultural traits. Headquarters provided key administrative support for these mechanisms. This study contributes to the literature through proposing a process view showing how knowledge transfer can be promoted by different mechanisms in different nodes of the process. In addition, insights were drawn on how to manage trust and the cultural difference across countries.

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Cultural differences, convergence, and crossvergence as explanations of knowledge transfer in international acquisitions

Cited by 268 publications

References 105 publications

Institutional distance and knowledge acquisition in international buyer-supplier relationships: The moderating role of trust

Institutional distance and knowledge acquisition in international buyer-supplier relationships: The moderating role of trust

The Process of Postmerger Integration: A Review and Agenda for Future Research

Promoting cross-border knowledge transfer for new product development in MNCs: a process view

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