Effects of Industry‐ and Region‐Specific Acquisition Experience on Value Creation in Cross‐Border Acquisitions: The Moderating Role of Cultural Similarity

Basuil, Dynah A.; Datta, Deepak K.

doi:10.1111/joms.12128

Cited by 106 publications

(92 citation statements)

References 99 publications

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“…To overcome this, researchers could also explore this process by collecting primary data from top management teams and analyze the same by using case study based research methods to understand the decision-making process. Second, we have tested only the impact of acquirer nation UA and host country institutional uncertainty, future researchers could also explore the effect of various other contextual variables such as prior acquisition experience in a particular industry or cultural cluster (Basuil & Datta, 2015;Popli, Akbar, Kumar, & Gaur, 2016).…”

Section: Discussionmentioning

confidence: 99%

Interorganizational imitation and payment mode decisions in cross‐border acquisitions

Chhabra

Popli

2018

Strategic Change

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Acquiring firm imitates the payment method decisions made by prior foreign acquirers targeting the same host country in cross-border acquisitions. Information asymmetry and bounded rationality induces acquirers to imitate the decisions of other foreign firms in the similar context.Mimetic behavior of the firms is more salient when the acquiring firm belongs to a country with high uncertainty avoidance cultural attribute and when institutional uncertainty is high in host country. The hypotheses are tested using binary logistic regression on a dataset of 1,136 crossborder acquisitions done by a group of seven countries during 2000-2010.

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Section: Discussionmentioning

confidence: 99%

Interorganizational imitation and payment mode decisions in cross‐border acquisitions

Chhabra

Popli

2018

Strategic Change

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“…During the past two decades, the international business sphere has witnessed dramatically increasing growth in cross-border collaborations in the forms of strategic alliances, joint ventures, and merger and acquisitions (Ahammad et al, 2012;Ahammad, Tarba, Liu, Glaister and Cooper, 2016;Basuil and Datta, 2015;Chiao et al, 2010;Czinkota et al, 2009;Di Guardo et al, 2016;Dutta et al, 2016;Gaffney et al, 2016;Rao-Nicholson et al, 2016;Sinkovics et al, 2015;Whitelock, 2002;Zheng et al, 2016). Marketing practices and performance in this context have received growing recognition as a key measure of overall effectiveness of the collaboration Burgel and Murray, 2000;Dan and Zondag, 2016;Eng and Ozdemir, 2014;Huang and Brass, 2016;Sinkovics et al, 2015;Vrontis et al, 2009).…”

Section: Introductionmentioning

confidence: 99%

Information technology and marketing performance within international market-entry alliances

Zhao

Priporas

2017

IMR

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -The purpose of this paper is to engage in a comprehensive review of the research on information technology (IT)-mediated international market-entry alliances. Design/methodology/approach -This paper provides a theory-informed conceptual framework of IT-enabled cross-border interfirm relationships and performance outcomes. It integrates perspectives of resourcebased view (RBV) and transaction cost economics (TCE) to argue that the establishment of interfirm IT capabilities enhances the marketing performance of the foreign partner in the host location by improving interfirm relationship governance. Furthermore, IT-related risks and contextual restrictions are identified as important moderators.Findings -Conceptualisations of IT capabilities, IT-enhanced interfirm governance, and IT-led marketing performance improvement are suggested. Drawing on RBV and TCE, IT resources, related human resources, and IT integration between partner firms in combination enhances the ability of firms to manage the relationship more effectively through shared control, interfirm coordination, cross-firm formalisation, and hybrid centralisation. These benefits then bring about better upstream and downstream marketing performance in the host location. Additionally, IT capabilities help to mitigate possible contextual limitations and risks.Research limitations/implications -The paper offers a number of theory-and literature-informed research propositions which can be empirically tested in future studies. Practical implications -Top managers of firms currently in or planning to enter international alliances for market entry should carefully consider effective development of interfirm IT capabilities in terms of readiness of hardware and software, human resources, and organisational resources. Originality/value -The paper provides an integrated framework and propositions which contribute to limited understanding and appreciation of IT value in international market-entry alliances.

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“…Following recent management research (Basuil and Datta, 2015), we derived cultural scores using the cultural practices scale of House et al (2004). We employed GLOBE Beta questionnaire and followed similar approach used by House et al (2004).…”

Section: Cultural Practicesmentioning

confidence: 99%

Assessing the Generalizability of Managerial Discretion: An Empirical Investigation in the Arab World

Youssef¹,

Christodoulou

2017

JMS

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The purpose of this paper is to examine the generalizability of national-level managerial discretion and to assess whether the national context play a role in changing mainstream research findings. Based on a sample of three Arabian countries and using a panel of prominent cross-cultural scholars who provided 138 discretion scores for the sampled countries, we replicate the national framework of Crossland and Hambrick (2011) (2011), we demonstrate that individualism and uncertainty tolerance have the same positive effect on CEOs discretion even in a different cultural setting. In contrast, we show that power distance has a positive and significant effect on managerial discretion. Our results indicate that executives can take idiosyncratic and bold actions to the extent to which the cultural environment allows them to do so. Accordingly, we contribute by showing the importance of the national setting in affecting the generalizability of discretion findings.

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Effects of Industry‐ and Region‐Specific Acquisition Experience on Value Creation in Cross‐Border Acquisitions: The Moderating Role of Cultural Similarity

Cited by 106 publications

References 99 publications

Interorganizational imitation and payment mode decisions in cross‐border acquisitions

Interorganizational imitation and payment mode decisions in cross‐border acquisitions

Information technology and marketing performance within international market-entry alliances

Assessing the Generalizability of Managerial Discretion: An Empirical Investigation in the Arab World

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