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Cultural differences and capability transfer in cross-border acquisitions: the mediating roles of capability complementarity, absorptive capacity, and social integration

  • Ingmar Bj�rkman

    ([1] Department of Management and Organisation, Swedish School of Economics, Helsinki, Finland [2] INSEAD Euro-Asia and Comparative Management Research Centre, Fontainebleau, France)

  • G�nter K Stahl

    (INSEAD, Singapore)

  • Eero Vaara

    ([1] Department of Management and Organisation, Swedish School of Economics, Helsinki, Finland [2] Ecole de Management de Lyon, Lyon, France)

Registered author(s):

    This paper presents an integrative model of the impact of cultural differences on capability transfer in cross-border acquisitions. We propose that cultural differences affect the post-acquisition capability transfer through their impact on social integration, potential absorptive capacity, and capability complementarity. Two dynamic variables – the use of social integration mechanisms, and the degree of operational integration of the acquired unit – are proposed to moderate the effects of cultural differences on social integration and potential absorptive capacity. The implications for acquisition research and practice are discussed. Journal of International Business Studies (2007) 38, 658–672. doi:10.1057/palgrave.jibs.8400287

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

    Volume (Year): 38 (2007)
    Issue (Month): 4 (July)
    Pages: 658-672

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    Handle: RePEc:pal:jintbs:v:38:y:2007:i:4:p:658-672
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