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Attributional tendencies in cultural explanations of M&A performance

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Attributional tendencies in cultural explanations of M&A performance. / Vaara, Eero; Junni, Paulina; Sarala, Riikka M. et al.
In: Strategic Management Journal, Vol. 35, No. 9, 2014, p. 1302-1317.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Vaara, E, Junni, P, Sarala, RM, Ehrnrooth, M & Koveshnikov, A 2014, 'Attributional tendencies in cultural explanations of M&A performance', Strategic Management Journal, vol. 35, no. 9, pp. 1302-1317. https://doi.org/10.1002/smj.2163

APA

Vaara, E., Junni, P., Sarala, R. M., Ehrnrooth, M., & Koveshnikov, A. (2014). Attributional tendencies in cultural explanations of M&A performance. Strategic Management Journal, 35(9), 1302-1317. https://doi.org/10.1002/smj.2163

Vancouver

Vaara E, Junni P, Sarala RM, Ehrnrooth M, Koveshnikov A. Attributional tendencies in cultural explanations of M&A performance. Strategic Management Journal. 2014;35(9):1302-1317. Epub 2013 Jul 31. doi: 10.1002/smj.2163

Author

Vaara, Eero ; Junni, Paulina ; Sarala, Riikka M. et al. / Attributional tendencies in cultural explanations of M&A performance. In: Strategic Management Journal. 2014 ; Vol. 35, No. 9. pp. 1302-1317.

Bibtex

@article{5b4a206ceaf04e60a4566676e6819c56,
title = "Attributional tendencies in cultural explanations of M&A performance",
abstract = "This paper focuses on managers' attributions of M&A performance. Our analysis indicates that there is a linear association between performance and attributions to cultural differences, which is moderated by prior experience. Furthermore, our results suggest that there is a curvilinear association between performance and attributions to managers' actions, but we found no support for the moderating effect of experience for this association. By substantiating these attributional tendencies, our results contribute to research on M&As and studies on attribution more generally. In particular, our study helps to put cultural differences in perspective and cautions researchers and practitioners alike to avoid simplistic explanations of M&A performance.",
keywords = "merger, acquisition , culture , attribution , integration",
author = "Eero Vaara and Paulina Junni and Sarala, {Riikka M.} and Mats Ehrnrooth and Alexei Koveshnikov",
year = "2014",
doi = "10.1002/smj.2163",
language = "English",
volume = "35",
pages = "1302--1317",
journal = "Strategic Management Journal",
issn = "0143-2095",
publisher = "John Wiley and Sons Ltd",
number = "9",

}

RIS

TY - JOUR

T1 - Attributional tendencies in cultural explanations of M&A performance

AU - Vaara, Eero

AU - Junni, Paulina

AU - Sarala, Riikka M.

AU - Ehrnrooth, Mats

AU - Koveshnikov, Alexei

PY - 2014

Y1 - 2014

N2 - This paper focuses on managers' attributions of M&A performance. Our analysis indicates that there is a linear association between performance and attributions to cultural differences, which is moderated by prior experience. Furthermore, our results suggest that there is a curvilinear association between performance and attributions to managers' actions, but we found no support for the moderating effect of experience for this association. By substantiating these attributional tendencies, our results contribute to research on M&As and studies on attribution more generally. In particular, our study helps to put cultural differences in perspective and cautions researchers and practitioners alike to avoid simplistic explanations of M&A performance.

AB - This paper focuses on managers' attributions of M&A performance. Our analysis indicates that there is a linear association between performance and attributions to cultural differences, which is moderated by prior experience. Furthermore, our results suggest that there is a curvilinear association between performance and attributions to managers' actions, but we found no support for the moderating effect of experience for this association. By substantiating these attributional tendencies, our results contribute to research on M&As and studies on attribution more generally. In particular, our study helps to put cultural differences in perspective and cautions researchers and practitioners alike to avoid simplistic explanations of M&A performance.

KW - merger

KW - acquisition

KW - culture

KW - attribution

KW - integration

U2 - 10.1002/smj.2163

DO - 10.1002/smj.2163

M3 - Journal article

VL - 35

SP - 1302

EP - 1317

JO - Strategic Management Journal

JF - Strategic Management Journal

SN - 0143-2095

IS - 9

ER -