Trends and regional patterns of cross-border mergers and acquisitions: A case of Malaysian and Indonesian acquirers

Progress of cross-border mergers and acquisitions (M&A) in Asian region demonstrates an upstream pattern although the economy in Europe is unhealthy.In fact, many cross-border deals in Europe are dominated by Asian and US acquirers.In 2010, Asia Pacific countries had completed over 8,300 M&A deals that involved an Asian company reported by Dealogic. Countries such as China, South Korea, Malaysia, Singapore and Thailand are among Asian countries that are active in cross-border M&A.However, M&A trends in Malaysia and Indonesia have not received due attention of the researchers.Present study attempts to explore this phenomenon with the specific idea of identifying the background of Malaysian and Indonesian industries that involved in cross-border M&A.Present paper also reveals the integration trends involved when engaging in cross-border M&A. An opinion survey was conducted of the firms involved in M&A deals; the companies were identified from the Thomson One Banker main database which covers cross border M&A cases completed in Malaysian and Indonesia. Results show that engineering, software and telecommunication industries are among the leading industries engaged in cross-border M&A.Results also reflect that in terms of nationality of the acquired firms, Malaysia, Indonesia, Thailand and Singapore are among favourites to Malaysian and Indonesian acquirers.The study highlights higher success compared to failures in cross-border M&A in the countries under reference

Propositions and future directions of marketers’ relationship effectiveness in mergers and acquisitions integration

Research on marketing integration related to mergers and acquisitions (M&A) has paid little attention to the combination of similar resources between two similar departments, particularly in the M&A context. Furthermore, existing research does not clearly demonstrate the role of relationship among marketers within the amalgamation process between acquirer and target firm.Hence, this paper addresses a few propositions that relate to strengthening the relationship effectiveness among the marketers in both firms, which at the same time uphold the M&A performance. Collaboration and interaction are proposed as drivers to increase optimistic relationship among the marketers.A quantitative research design is suggested as this method is not popular compared to qualitative methods such as case study, event-study and longitudinal approach in M&A.Drawing from the extant literature, propositions are developed and future directions are presented elaborating success factors to improve M&A integration performance

Factors That Influence the Dissemination of Knowledge in Technology Transfer Among Malaysian Manufacturing Employees

The meaning of technology transfer is so wide but mostly involving some form of technology-related exchange. However, in this particular paper, technology transfer is consider as a concept to examine the process of  disseminating knowledge and skills that a person owned to another person in order to generate higher productivity with new approach of producing a particular product or service. Although, many researchers have explored the evolution of technology transfer, nonetheless some drivers are yet to be explored in a Malaysian manufacturing industry. This study, therefore attempts to determine the relationship between absorptive capacity, transfer capacity, communication motivation and learning intent and technology transfer performance. A survey methodology was used in a Japanese multinational company based in Klang Valley, Malaysia. A total of 117 questionnaires were received. Results show that absorptive capacity is the most significant to influence technology transfer performance

Relationship engagement in mergers and acquisitions through collegial leadership

Research on the relationship engagement in Mergers and Acquisitions (M&As) is still unclear although this phenomenon has been explored in the global multi-business environment.Existing researches did not clearly demonstrate the importance of the relationship among M&A players in the amalgamation processes between an acquirer and the acquired firm. Thus, this paper attempts to highlight the influence of collegial leadership in initiating relationship engagement in the post M&A integration.Result shows that collegial leadership significantly influence the relationship engagement in M&A

Gaining tacit knowledge from foreign buyers: the role of prior knowledge, business relatedness and interactive involvement

As competition has become increasingly knowledge based, firms must double their efforts to increase their competitiveness by integrating the existing knowledge with new and updated knowledge resources, which maybe acquired through various approaches.One of the most popular strategies for knowledge acquisition is through strategic alliance, which can take the form of international outsourcing or another contractual agreement.As a result of the rising trend of international outsourcing and strategic value of tacit knowledge, this paper aims to provide a conceptual perspective on the importance of business relatedness and interactive involvement in the acquisition of tacit knowledge from the international suppliers’ point of view

Analysis of national cultural distance for Malaysian and Indonesian acquirers: A cross-border mergers and acquisitions perspective

This article attempts to provide evidence of the national cultural distance between Malaysian and Indonesian acquirers and twenty-nine countries worldwide using a survey.Thomson One Banker is used as the main database covering completed Malaysian and Indonesian cross-border M&As by Malaysian firms are most likely to succeed when the target is an Indonesian firms due to greater understanding and hence collaboration between the two.Likewise, out of the countries investigated, Malaysian targets are found to have the smallest cultural distance from Indonesian acquirers.These results may be strengthened by the fact that the two are neighbouring countries and have similar languages and cultures, particularly in terms of religious aspects.The study also reveals that the Japanese targets are at the greatest cultural distance from the Malaysian acquirers.Meanwhile, the Thai targets are at the greatest cultural distance from the Indonesian acquirers but have the second smallest cultural distance from the Malaysian acquirers

Relationship Engagement in Mergers and Acquisitions through Collegial Leadership

Research on the relationship engagement in Mergers and Acquisitions (M&As) is still unclear although this phenomenon has been explored in the global multi-business environment. Existing researches did not clearly demonstrate the importance of the relationship among M&A players in the amalgamation processes between an acquirer and the acquired firm. Thus, this paper attempts to highlight the influence of collegial leadership in initiating relationship engagement in the post M&A integration. Result shows that collegial leadership significantly influence the relationship engagement in M&A. Keyword: Mergers and Acquisitions; Relationship engagement; Collegiality JEL Classification: G3

Propositions to marketers' relationship effectiveness in cross-border mergers and acquisition integration contexts

Research on marketing integration related to mergers and acquisitions (M&A) has paid little attention to the combination of similar resources between two similar departments, particularly in the cross-border M&A context. Furthermore, exixting research does not clearly demonstrate the role of relationship among marketers' within the amalgamation process between acquirer and target firm. Hence, this paper addresses few propositions that related to strengthening the relationship effectiveness among the marketers in both firms, which at the same time upload the M&A performance. Collaboration and interaction are proposed as drivers to increase optimistic relationship among marketers. Drawing from the extent literature, propositions are developed, elaborating success factors to improve M&A integration performance