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The role of cultural friction in the sociocultural integration micro-mechanisms in cross-border mergers and acquisitions

Author

Listed:
  • Muriel Durand

    (Métis Lab EM Normandie - EM Normandie - École de Management de Normandie = EM Normandie Business School)

  • René Díaz-Pichardo

    (ICN Business School, CEREFIGE - Centre Européen de Recherche en Economie Financière et Gestion des Entreprises - UL - Université de Lorraine)

Abstract

This research explores the sociocultural micro-mechanisms driving the relationship between post-merger identification and organizational citizenship behavior which has been reiteratively observed but not explained in the mergers-and-acquisitions literature. Adopting a multi-paradigmatic research approach and social identity theory, we introduce interpersonal trust and cultural friction as a microfounded variable to address this research gap. Structural equation modeling on survey data from managers having experienced at least one cross-border merger and acquisition (CBM&A) offers evidence of a full mediation effect of interpersonal trust in this well-established relationship. Counterintuitively, cultural friction shows positive impacts. This study contributes to the field of CBM&As by demonstrating the usefulness of cultural friction as a microfounded variable in explaining identity formation and work-related attitudinal outcomes.

Suggested Citation

  • Muriel Durand & René Díaz-Pichardo, 2024. "The role of cultural friction in the sociocultural integration micro-mechanisms in cross-border mergers and acquisitions," Post-Print hal-04976337, HAL.
    • Handle: RePEc:hal:journl:hal-04976337
    DOI: 10.59876/a-qqsf-984c
    Note: View the original document on HAL open archive server: https://hal.science/hal-04976337v1
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