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National Cultural Distance and Cross-Border Acquisition Performance

Listed author(s):
  • Piero Morosini

    (The Wharton School of the University of Pennsylvania)

  • Scott Shane

    (Massachusetts Institute of Technology)

  • Harbir Singh

    (The Wharton School of the University of Pennsylvania)

Registered author(s):

    Previous theoretical research has argued that national cultural distance hinders cross-border acquisition performance by increasing the costs of integration. This article tests the alternative hypothesis that national cultural distance enhances cross-border acquisition performance by providing access to the target's and/or the acquirer's diverse set of routines and repertoires embedded in national culture. Using a multi-dimensional measure of national cultural distance and controlling for other effects, we examine a sample of 52 cross-border acquisitions that took place between 1987 and 1992, and find a positive association between national cultural distance and cross-border acquisition performance.© 1998 JIBS. Journal of International Business Studies (1998) 29, 137–158

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    Article provided by Palgrave Macmillan & Academy of International Business in its journal Journal of International Business Studies.

    Volume (Year): 29 (1998)
    Issue (Month): 1 (March)
    Pages: 137-158

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    Handle: RePEc:pal:jintbs:v:29:y:1998:i:1:p:137-158
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