By Bettina Hauser
Bettina Hauser develops a study version, which encompasses entrepreneurial management as a big luck issue in the course of post-merger integration. also, contextual variables, particularly cultural distance and the organizational variable, relative measurement, are verified for his or her moderating influence at the impact of entrepreneurial management on M&A functionality. the writer clarifies the query of ways entrepreneurial management will help to reinforce M&A functionality. in line with 114 transactions with acquirers of German-speaking businesses, she proves that entrepreneurial management has a good impact on post-acquisition functionality and is helping to beat difficulties with regards to cultural differences.
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215), but firms which consider cultural learning (Schweiger & Goulet, 2005, p. 1479) and focus on collaboration and communication, are able to overcome conflicts and employee uncertainty caused by cultural differences (Reus & Lamont, 2009; Riikka M Sarala & Vaara, 2010; Schweiger & Goulet, 2005). A shared system of coherent understandings between both companies is helpful to ensure effective collaboration and knowledge sharing during the post-merger integration phase (Riikka M Sarala & Vaara, 2010, p.
One possible strategic action is cross-border M&A, as it provides a vehicle for rapid expansion across national boundaries (Hitt, Hoskisson, & Kim, 1997, p. 771; Nadolska & Barkema, 2007, p. 11172). , 2012, pp. 1048). , 2012, pp. 1048). , 2012, pp. 1048). 20 State of The Art In M&A Theory And Practice According to Erel et al. (2012, p. 1049) it generally can be stated, that firms from countries that promote governance through better legal or accounting standards tend to acquire firms from countries with lower-quality governance.
Slangen (2006, p. 161) states that national cultural differences harm cross-border M&A performance if the acquirer tries to tightly integrate the acquired company. Forcing employees that are strongly embedded in their own culture to integrate with another national culture leads to misunderstandings, and misattributions of motives and goals, which hinders smooth interactions between employees from different national cultures (Slangen, 2006, p. 162). A wrong integration of different national cultures may causes negative feelings among the staff involved, such as uncertainty, helplessness, stress hostility and discomfort 22 State of The Art In M&A Theory And Practice (Slangen, 2006, p.
