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Postacquisition Management and Performance of Cross-Border Acquisitions

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  • Mohammad F. Ahammad
  • Keith W. Glaister

Abstract

This study investigates the impact of the postacquisition management process on the performance of cross-border acquisitions (CBAs) using data from a sample of CBAs made by U.K. firms. We find that knowledge transfer to and from the acquired firm is a significant positive determinant of CBA performance. The findings also indicate that the level of integration positively influences CBA performance. There is limited support for the view that employee retention positively influences CBA performance. There is also limited support for the view that organizational cultural differences negatively influence CBA performance.

Suggested Citation

  • Mohammad F. Ahammad & Keith W. Glaister, 2011. "Postacquisition Management and Performance of Cross-Border Acquisitions," International Studies of Management & Organization, Taylor & Francis Journals, vol. 41(3), pages 59-75, January.
    • Handle: RePEc:taf:mimoxx:v:41:y:2011:i:3:p:59-75
    DOI: 10.2753/IMO0020-8825410304
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    Cited by:

    1. Teerikangas, Satu & Thanos, Ioannis C., 2018. "Looking into the ‘black box’ – unlocking the effect of integration on acquisition performance," European Management Journal, Elsevier, vol. 36(3), pages 366-380.
    2. Anna Łupina-Wegener & Susan C. Schneider & Rolf Dick, 2015. "The Role of Outgroups in Constructing a Shared Identity: A Longitudinal Study of a Subsidiary Merger in Mexico," Management International Review, Springer, vol. 55(5), pages 677-705, October.

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