Home > Research > Publications & Outputs > A sociocultural perspective on knowledge transf...


Text available via DOI:

View graph of relations

A sociocultural perspective on knowledge transfer in mergers and acquisitions

Research output: Contribution to Journal/MagazineJournal articlepeer-review

  • Riikka Mirja Sarala
  • Paulina Junni
  • Cary Cooper
  • Shlomo Yedidia Tarba
<mark>Journal publication date</mark>07/2016
<mark>Journal</mark>Journal of Management
Issue number5
Number of pages20
Pages (from-to)1230-1249
Publication StatusPublished
Early online date16/04/14
<mark>Original language</mark>English


Sociocultural factors are important determinants of merger and acquisition (M&A) outcomes. Despite advances in this field, our understanding of sociocultural factors in M&As remains incomplete. In particular, the roles of sociocultural interfirm linkages, HR flexibility, and organizational cultural differences in M&As require further elucidation. The present article contributes to the M&A literature by further clarifying the multifaceted role of these sociocultural factors in M&As. We suggest that sociocultural interfirm linkages (complementary employee skills, trust, collective teaching, and cultural integration) between the merging firms influence the level of knowledge transfer in M&As. Furthermore, we argue that HR flexibility (flexibility in employee skills, flexibility in employee behaviour, and flexibility in HR practices) is vital for the development of the above-mentioned sociocultural interfirm linkages in M&As. Finally, we maintain that organizational cultural differences are important antecedents of HR flexibility in M&As.