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Postacquisition turnover among U.S. top management teams: an analysis of the effects of foreign vs. domestic acquisitions of U.S. targets

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  • Jeffrey A. Krug
  • W. Harvey Hegarty

Abstract

An analysis of postacquisition top management turnover among 168 cross‐border and 102 purely domestic acquisitions, and a control group of 120 nonacquired U.S. firms, revealed that turnover rates in firms acquired by non‐U.S. acquirers were significantly higher than in firms acquired by other U.S. firms or the control group. Further, the timing of postacquisition turnover differed in the foreign vs. domestic acquisitions. Finally, the nationality of the foreign acquirer was found to be an important predictor of turnover in certain acquisition categories. Theoretical and practical implications are discussed. © 1997 by John Wiley & Sons, Ltd.

Suggested Citation

  • Jeffrey A. Krug & W. Harvey Hegarty, 1997. "Postacquisition turnover among U.S. top management teams: an analysis of the effects of foreign vs. domestic acquisitions of U.S. targets," Strategic Management Journal, Wiley Blackwell, vol. 18(8), pages 667-675, September.
    • Handle: RePEc:bla:stratm:v:18:y:1997:i:8:p:667-675
    DOI: 10.1002/(SICI)1097-0266(199709)18:83.0.CO;2-E
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