Exploring the factors influencing the negotiation process in cross-border M&A |
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| Affiliation: | 1. Sheffield Business School, Sheffield Hallam University, United Kingdom;2. Birmingham Business School, University of Birmingham, United Kingdom;3. Mannheim University, Germany;4. Warwick Business School, University of Warwick, United Kingdom;5. Manchester Business School, University of Manchester Booth Street West, Manchester M15 6PB;1. Sauder Business School – University of British Columbia, Henry Angus Building, 2053, Vancouver, Canada V6T 1Z2;2. HEC Montréal, Chemin de la Cote-Sainte-Catherine, 3000, Montréal, Canada H3T 2AT;1. Leeds University Business School, University of Leeds, Maurice Keyworth Building, Leeds LS2 9JT, United Kingdom;2. Department of Commerce, Finance and Shipping, Cyprus University of Technology, Archiepiskopou Cyprianou 30, 3036 Lemesos, Cyprus;1. Peking University, HSBC Business School, University Town, Shenzhen 518055, China;2. Jindal School of Management, University of Texas at Dallas, 800 West Campbell Road, Rchardson, TX 75080, United States;3. The Chinese University of Hong Kong, Department of Management, Shatin, NT, Hong Kong, China;1. Bristol Business School, University of the West of England, Bristol, UK;2. University of Sheffield, Sheffield, UK;3. Chester Business School, University of Chester, Churchill Building, Queens Park Campus, Handbridge, Chester, UK |
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| Abstract: | This research study provides an empirical examination of the impact of national cultural distance, organizational cultural differences, communication, and planned employee retention on the effectiveness of negotiation process in the cross-border mergers & acquisitions (M&As). We developed and tested a conceptual framework of negotiation process in order to provide a framework for analysis of the key components of the negotiation process in the cross border M&A. The findings indicate that communication positively influence antecedent and concurrent phase of negotiation process. In addition, national cultural distance and organizational cultural differences negatively influence the effectiveness of concurrent phase. We also found that national cultural distance moderates the relationship between communication and effectiveness of concurrent phase of the negotiation process, as such that the positive effect of communication is lower when national cultural distance is higher. Furthermore, we found that planned employee retention positively affect the effectiveness of concurrent phase. Finally, the effectiveness of concurrent phase positively influence the effectiveness of consequent phase i.e. M&A agreement. The contribution of this study lies in providing new insights on negotiation-associated factors for incumbent executives, in order to enable them to better plan and implement cross-border mergers and acquisition deals. |
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| Keywords: | Negotiations Cross-border mergers and acquisitions National cultural distance Organizational cultural differences Communication Planned employee retention |
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