National Culture Distance and Cross Border Acquisition Performance

2010 ◽  
Author(s):  
Mohammad Faisal Ahammad
Keyword(s):  
National Culture ◽  
Acquisition Performance ◽  
Cross Border ◽  
Culture Distance

Formation of national culture in the context of cross-border societies development

2020 ◽  
pp. 459-478
Author(s):  
Zharkyn A. Tusupbekov ◽  
Nurlan O. Baygabylov ◽  
Serik B. Balshikeev ◽  
Nargiza A. Orynbasarova ◽  
Ayan A. Tusupbekov
Keyword(s):  
Foreign Language ◽  
Social Development ◽  
National Culture ◽  
Cultural Exchange ◽  
Intercultural Dialogue ◽  
Protective Mechanism ◽  
Cross Border ◽  
Exchange Form ◽  
Beliefs And Values ◽  
Main Factor

National culture is determined primarily by the fact that each of its individuals shares the beliefs and values that are inherent in a particular territory. At the same time, global economic and technological exchange form an environment that al-lows people to participate in cultural exchange and expand the boundaries of national culture or limit the penetration of foreign language culture into society. The relevance of the study is determined by the fact that the formation of national cul-ture is possible and as a protective mechanism for identifying one's identity. The aim of the article is to reveal the features of the formation of national culture with-in the framework of integration associations and integration into the structure of social development. The authors conducted an analysis of the essence of geocul-ture, generalized interpretations of the concept of "strategy", and proposed a defi-nition of the category "geocultural strategy". Geo-culture is determined by the main factor in the development of intercultural dialogue on the platform of economic, social and legal discourse.

Post-acquisition control strategy and cross-border acquisition performance of Chinese MNEs: a fsQCA approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Qi Yue ◽  
Ping Deng ◽  
Yanyan Cao ◽  
Xing Hua
Keyword(s):  
Fuzzy Set ◽  
Control Strategy ◽  
Multinational Enterprises ◽  
Cultural Distance ◽  
Emerging Market ◽  
Complex Nature ◽  
Acquisition Performance ◽  
Content Type ◽  
Cross Border ◽  
Chinese Mnes

PurposePost-acquisition control is a crucial factor affecting acquisition performance. We investigate how post-acquisition control strategy affects cross-border acquisition performance of Chinese multinational enterprises (MNEs) through a configurational perspective.Design/methodology/approachBased on 70 cross-border acquisition cases by Chinese MNEs, we adopt fuzzy-set qualitative comparative analysis (fsQCA) to study the combined effects of strategic control, operational control, institutional distance, cultural distance, relative capacity and business relatedness on the cross-border acquisition performance.FindingsOn the basis of fuzzy set analysis of multiple interdependent factors, we identify six configurations that are conductive to achieving high cross-border acquisition performance and two configurations that relate to the absence of high performance, thus shedding light on the casually complex nature of performance drivers of acquisitions.Originality/valueThis study provides a holistic, configurational approach to investigating cross-border acquisition performance by emerging market firms. Our results provide some compelling evidence that accounts for the causal complexity of post-acquisition control strategies and acquisition outcomes in the context of emerging economies.

Negotiating Beyond an Essentialised Culture Model

2016 ◽  
Vol 1 (2) ◽  
pp. 53-66
Author(s):  
Michael Jeive
Keyword(s):  
National Culture ◽  
Cultural Practices ◽  
Cultural Distance ◽  
Cultural Challenges ◽  
Culture Model ◽  
Culture Formation ◽  
Culture Distance ◽  
Master Level ◽  
Power And Agency ◽  
The Impact

The analysis of international negotiations at bachelor and master level appears dominated by a conception of national culture (Søderberg & Holden, 2002; Shenkar et al 2008), and applies cultural distance models widely and inappropriately. Few business encounters are actually national in nature, being rather encounters between individuals or small groups with developed cultural practices and behaviours. There is a parallel tendency for users to abuse the models by failing to recognise the impact of relative power and agency; by ignoring culture as construct; by eliding small and large cultures (Holliday 1999, 2011); and by falling into the so-called ecological fallacy (Robinson 1950; Hofstede, Bond & Luk, 1993). Within the dominant neo-liberal ideological context (Read, 2009) presented in much of the business and management literature, the “othering” (Devlin 2011b, 2015) of those perceived as being outside this narrowly defined norm is a constant danger. In effect, a narrow minority is often represented as the mainstream and the vast majority as varyingly exoticized others. The aim of the paper is to investigate the theoretical and practical problems inherent in the national culture distance dominated approach before reflecting on how an approach which focuses on specific communication instances can open a pathway to understanding culture formation and cultural challenges in a more nuanced way.

The human aspect of cross-border acquisition outcomes: The role of management practices, employee emotions, and national culture

2015 ◽  
Vol 24 (3) ◽  
pp. 394-408 ◽  
Author(s):  
Marjaana Gunkel ◽  
Christopher Schlaegel ◽  
Tobias Rossteutscher ◽  
Birgitta Wolff
Keyword(s):  
National Culture ◽  
Management Practices ◽  
Cross Border ◽  
Human Aspect
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