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A sociocultural perspective on knowledge transfer in mergers and acquisitions

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A sociocultural perspective on knowledge transfer in mergers and acquisitions. / Sarala, Riikka Mirja; Junni, Paulina ; Cooper, Cary; Tarba, Shlomo Yedidia .

In: Journal of Management, Vol. 42, No. 5, 07.2016, p. 1230-1249.

Research output: Contribution to journalJournal articlepeer-review

Harvard

Sarala, RM, Junni, P, Cooper, C & Tarba, SY 2016, 'A sociocultural perspective on knowledge transfer in mergers and acquisitions', Journal of Management, vol. 42, no. 5, pp. 1230-1249. https://doi.org/10.1177/0149206314530167

APA

Sarala, R. M., Junni, P., Cooper, C., & Tarba, S. Y. (2016). A sociocultural perspective on knowledge transfer in mergers and acquisitions. Journal of Management, 42(5), 1230-1249. https://doi.org/10.1177/0149206314530167

Vancouver

Author

Sarala, Riikka Mirja ; Junni, Paulina ; Cooper, Cary ; Tarba, Shlomo Yedidia . / A sociocultural perspective on knowledge transfer in mergers and acquisitions. In: Journal of Management. 2016 ; Vol. 42, No. 5. pp. 1230-1249.

Bibtex

@article{468fc3ff88e34988b074db632728f4a8,
title = "A sociocultural perspective on knowledge transfer in mergers and acquisitions",
abstract = "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.",
keywords = "mergers, acquisitions , M&A , knowledge transfer , culture , cultural differences , interfirm linkages , HR flexibility , strategic HRM",
author = "Sarala, {Riikka Mirja} and Paulina Junni and Cary Cooper and Tarba, {Shlomo Yedidia}",
year = "2016",
month = jul,
doi = "10.1177/0149206314530167",
language = "English",
volume = "42",
pages = "1230--1249",
journal = "Journal of Management",
issn = "0149-2063",
publisher = "SAGE Publications Inc.",
number = "5",

}

RIS

TY - JOUR

T1 - A sociocultural perspective on knowledge transfer in mergers and acquisitions

AU - Sarala, Riikka Mirja

AU - Junni, Paulina

AU - Cooper, Cary

AU - Tarba, Shlomo Yedidia

PY - 2016/7

Y1 - 2016/7

N2 - 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.

AB - 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.

KW - mergers

KW - acquisitions

KW - M&A

KW - knowledge transfer

KW - culture

KW - cultural differences

KW - interfirm linkages

KW - HR flexibility

KW - strategic HRM

U2 - 10.1177/0149206314530167

DO - 10.1177/0149206314530167

M3 - Journal article

VL - 42

SP - 1230

EP - 1249

JO - Journal of Management

JF - Journal of Management

SN - 0149-2063

IS - 5

ER -