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National Cultural Distance and Cross-Border Acquisition Performance


  • 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)


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

Suggested Citation

  • Piero Morosini & Scott Shane & Harbir Singh, 1998. "National Cultural Distance and Cross-Border Acquisition Performance," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 29(1), pages 137-158, March.
  • Handle: RePEc:pal:jintbs:v:29:y:1998:i:1:p:137-158

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