The effects of inter-organizational compatibility on knowledge transfer in cross-border M&As

Abstract

PurposeThe study adopts congruence theory to explore the structure of inter-organizational compatibility and its structural effects on knowledge transfer in cross-border merger and acquisitions (M&As).Design/methodology/approachThis paper built a moderated-mediation model that presented the relationship between inter-organizational compatibility and knowledge transfer. Regression analysis was conducted with 182 samples from China to examine the model and hypotheses.FindingsThe results indicate that inter-organizational compatibility is a four-dimensional construct comprising culture, strategy, routine and knowledge. Additionally, inter-organizational compatibility has structural effects on knowledge transfer. Specifically, routine compatibility mediates the relationships between cultural compatibility and knowledge transfer and between strategic compatibility and knowledge transfer. Moreover, the mediating roles are moderated by knowledge compatibility.Originality/valueThis study updates the construct and provides a comprehensive and fresh understanding of inter-organizational compatibility. Additionally, it presents the structural effects of inter-organizational compatibility on knowledge transfer.

Identifying the role of alignment in developing innovation ecosystem: value co-creation between the focal firm and supplier

“…Innovation is regarded to be an important source of competitive advantage. Previous research on innovation has found that, although enterprises must build strong in-house innovation capabilities, they also need to strengthen their relationships with suppliers and competitors to absorb critical knowledge and integrate existing knowledge with the creation of new knowledge (Arora et al, 2021;Qi et al, 2021). Alliances between actors in an ecosystem, therefore, can be a very useful activity, wherein Allies can increase the success rate of innovation and learn from their relationships (Ferreira et al, 2020).…”

From play to pay: a multifunctional approach to the role of culture in post-merger integration

“…Moreover, researchers have increasingly turned their attention to sociocultural variables that have an impact on the success or failure of M&As in general and the PMI process in particular (Buono et al, 1985;Cartwright and Schoenberg, 2006;Dackert et al, 2003;Halsall, 2008;Tetenbaum, 1999;Vaara, 2000;Stahl et al, 2011;Stahl and Voigt, 2008;Khan et al, 2020;van den Steen, 2010). Hence, cultural integration and compatibility, as well as the process of acculturation, have been identified as crucial factors for understanding the outcomes of M&A (Qi et al, 2021;Larsson and Lubatkin, 2001;van den Steen, 2010;Stahl and Voigt, 2008;Cartwright and Schoenberg, 2006;Weber, 1996). Existing research generally suggests that cultural differences between the acquirer and acquired tend to produce negative effects on the PMI process, and scholars have explored the nature and characteristics of these differences on multiple cultural levels (Graebner et al, 2017).…”

“…Several works on PMI have taken a look at the relevance of media discourse (e.g. Halsall, 2008;Hellgren et al, 2002;Kuronen et al, 2005;Vaara and Tienari, 2002), political ideologies and differing national cultures (see Avetisyan et al, 2020;Fehrenbacher et al, 2018;Meyer and Altenborg, 2007;Halsall, 2008;Morosini et al, 1998;Qi et al, 2021;Vaara et al, 2003), but, apart from these narrow or nationally-focused perspectives, we know surprisingly little about how macro-level societal factors and their interplay affect organizational cultures in the context of PMI. As such, despite the richness of research on PMI, there is a pressing need to employ alternative theoretical frameworks, conceptualizations and methods, and to avoid conducting research work in the field in silos of increasing specialization.…”

“…, 2020; van den Steen, 2010). Hence, cultural integration and compatibility, as well as the process of acculturation, have been identified as crucial factors for understanding the outcomes of M&A (Qi et al, 2021; Larsson and Lubatkin, 2001; van den Steen, 2010; Stahl and Voigt, 2008; Cartwright and Schoenberg, 2006; Weber, 1996). Existing research generally suggests that cultural differences between the acquirer and acquired tend to produce negative effects on the PMI process, and scholars have explored the nature and characteristics of these differences on multiple cultural levels (Graebner et al.…”

“…, 2018; Meyer and Altenborg, 2007; Halsall, 2008; Morosini et al. , 1998; Qi et al, 2021; Vaara et al. , 2003), but, apart from these narrow or nationally-focused perspectives, we know surprisingly little about how macro-level societal factors and their interplay affect organizational cultures in the context of PMI.…”