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M & A and innovation : The role of integration and cultural differences — A central European targets perspective

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M & A and innovation : The role of integration and cultural differences — A central European targets perspective. / Bauer, Florian; Matzler, Kurt; Wolf, Stefan.
In: International Business Review, Vol. 25, No. 1 Part A, 02.2016, p. 76-86.

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

Harvard

Bauer, F, Matzler, K & Wolf, S 2016, 'M & A and innovation : The role of integration and cultural differences — A central European targets perspective', International Business Review, vol. 25, no. 1 Part A, pp. 76-86. https://doi.org/10.1016/j.ibusrev.2014.07.010

APA

Bauer, F., Matzler, K., & Wolf, S. (2016). M & A and innovation : The role of integration and cultural differences — A central European targets perspective. International Business Review, 25(1 Part A), 76-86. https://doi.org/10.1016/j.ibusrev.2014.07.010

Vancouver

Bauer F, Matzler K, Wolf S. M & A and innovation : The role of integration and cultural differences — A central European targets perspective. International Business Review. 2016 Feb;25(1 Part A):76-86. Epub 2014 Aug 6. doi: 10.1016/j.ibusrev.2014.07.010

Author

Bauer, Florian ; Matzler, Kurt ; Wolf, Stefan. / M & A and innovation  : The role of integration and cultural differences — A central European targets perspective. In: International Business Review. 2016 ; Vol. 25, No. 1 Part A. pp. 76-86.

Bibtex

@article{74f06c4499e24531b63739c653d5e418,
title = "M & A and innovation : The role of integration and cultural differences — A central European targets perspective",
abstract = "Cultural differences are an important issue for cross-border M&A. Empirical evidence for the impact of cultural differences on M&A performance is mixed. A major reason for these inconclusive results relies on integration. One main motive for cross-border transactions is the acquisition of innovative capabilities. In a study of innovation-driven M&A in the German-speaking part of Europe, we find different effects of human and task integration on the innovation outcome after the transaction. While human integration (i.e., the creation of a shared identity and satisfaction among the employees from both organizations) is rather destructive, task integration (i.e., the transfer and sharing of resources and capabilities) is beneficial for innovation output. Furthermore, the integration-innovation performance relationship is moderated by national cultural differences. While national cultural differences have a downward curvilinear slope moderating the effect of human integration to innovation, we find a clear inverted U-shaped slope moderating the effect for task integration. Both effects indicate that cultural similarity is more beneficial in the case of innovation-driven M&A with targets in Central Europe.",
keywords = "Innovation, M&A, National culture, Targets perspective",
author = "Florian Bauer and Kurt Matzler and Stefan Wolf",
year = "2016",
month = feb,
doi = "10.1016/j.ibusrev.2014.07.010",
language = "English",
volume = "25",
pages = "76--86",
journal = "International Business Review",
issn = "0969-5931",
publisher = "Elsevier Limited",
number = "1 Part A",

}

RIS

TY - JOUR

T1 - M & A and innovation 

T2 - The role of integration and cultural differences — A central European targets perspective

AU - Bauer, Florian

AU - Matzler, Kurt

AU - Wolf, Stefan

PY - 2016/2

Y1 - 2016/2

N2 - Cultural differences are an important issue for cross-border M&A. Empirical evidence for the impact of cultural differences on M&A performance is mixed. A major reason for these inconclusive results relies on integration. One main motive for cross-border transactions is the acquisition of innovative capabilities. In a study of innovation-driven M&A in the German-speaking part of Europe, we find different effects of human and task integration on the innovation outcome after the transaction. While human integration (i.e., the creation of a shared identity and satisfaction among the employees from both organizations) is rather destructive, task integration (i.e., the transfer and sharing of resources and capabilities) is beneficial for innovation output. Furthermore, the integration-innovation performance relationship is moderated by national cultural differences. While national cultural differences have a downward curvilinear slope moderating the effect of human integration to innovation, we find a clear inverted U-shaped slope moderating the effect for task integration. Both effects indicate that cultural similarity is more beneficial in the case of innovation-driven M&A with targets in Central Europe.

AB - Cultural differences are an important issue for cross-border M&A. Empirical evidence for the impact of cultural differences on M&A performance is mixed. A major reason for these inconclusive results relies on integration. One main motive for cross-border transactions is the acquisition of innovative capabilities. In a study of innovation-driven M&A in the German-speaking part of Europe, we find different effects of human and task integration on the innovation outcome after the transaction. While human integration (i.e., the creation of a shared identity and satisfaction among the employees from both organizations) is rather destructive, task integration (i.e., the transfer and sharing of resources and capabilities) is beneficial for innovation output. Furthermore, the integration-innovation performance relationship is moderated by national cultural differences. While national cultural differences have a downward curvilinear slope moderating the effect of human integration to innovation, we find a clear inverted U-shaped slope moderating the effect for task integration. Both effects indicate that cultural similarity is more beneficial in the case of innovation-driven M&A with targets in Central Europe.

KW - Innovation

KW - M&A

KW - National culture

KW - Targets perspective

U2 - 10.1016/j.ibusrev.2014.07.010

DO - 10.1016/j.ibusrev.2014.07.010

M3 - Journal article

VL - 25

SP - 76

EP - 86

JO - International Business Review

JF - International Business Review

SN - 0969-5931

IS - 1 Part A

ER -