Cultural friction and motivational attitudes during cross border mergers and acquisitions: A revision of job characteristics theory

This study examines how perceptions of cultural friction and changes in job characteristics influence attitudes and work-related outcomes of senior and middle managers during the integration process of cross-border mergers and acquisitions (CBM&As). It addresses both cultural aspects and the role of human resource management during post-merger integration. The research thus answers calls for an extension of the job characteristics model within novel settings and offers practical managerial implications. Notably, this study tests Hackman & Oldman's job characteristics model in the context of CBM&As and extends the model with the additional dimension of cultural friction. To achieve this goal, we use a cross-sectional study design with structural equation modeling on survey data from 142 senior and middle managers who had been actively involved in CBM&As in the two years prior to the study. This research therefore contributes to our theoretical knowledge in the field of CBM&As, revealing micro-mechanisms during sociocultural integration. Building from this, we discuss the positive aspects of cultural friction, notably the cognitive thought processes that it enables. This has theoretical implications on how cultural friction might be conceptualized and operationalized as a micro-founded variable. Equally, it has practical implications concerning the role of HRM in CBM&As. We thus provide recommendations as to how the integration process might be more successfully managed.