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

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

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

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

Relational capital and tacit knowledge acquisition in international outsourcing relationships

The acquisition of tacit knowledge through business relationships with foreign buyers is deemed important in helping local supplier firms improve their competitiveness.As the suppliers engage in international outsourcing, they can use the opportunity of collaborating with their foreign buyers to develop relational capital and exploit this advantage to obtain tacit knowledge that is new and valuable to them.This allows the suppliers to access not only tacit knowledge but other idiosyncratic resources belonging to their foreign buyers.Employing a sample of 122 Malaysian manufacturing suppliers involved in international outsourcing, this study empirically investigates the implications of relational capital on the acquisition of tacit knowledge in international outsourcing relationships.The results provide evidence that partner interaction and cultural sensitivity dimensions of relational capital are indeed facilitated the acquisition of tacit knowledge, but that no support is found for trust dimension of relational capital.Further, the results also indicate that the tacit knowledge acquired from foreign buyers associates with Malaysian suppliers’ capability enhancement

Patterns of amalgamation in cross-border mergers and acquisitions: Evidence from Malaysian multinational firms

Many studies in cross-border mergers and acquisitions (M&A) involve variety of management disciplines such as finance, accounting, business and human resource. However, an in-depth study in patterns and tendencies of cross-border M&A integration particularly in Malaysia is neglected and nearly no study has ever discussed Malaysian M&A integration trends particularly after the South East Asia financial turmoil 1997-1999. Thus, this study attempts to explore this phenomenon especially to identify the background of Malaysian industries that involved in cross-border M&A.Interestingly, this paper also reveals the integration trends involved when engaging in cross-border M&A.A survey was used using Thomson One Banker as the main database which covered completed Malaysian M&A cases. Results show that engineering, software and telecommunication industries are among the leading industries engaged in cross-border M&A.In terms of nationality of the acquired firms, Indonesia, Thailand and Singapore are among favourites to Malaysian acquirers.In fact, the study exposed a positive development of cross-border M&A which demonstrate higher success compared to failures

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

Effective relationship engagement in the post-integration of mergers and acquisitions

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 environments.Furthermore, existing research does not clearly demonstrate the role of relationship among M&A players within the amalgamation processes between acquirer and the acquired firm.Hence, this paper addresses the factors that related to the relationship engagement among the M&A players particularly from the perspectives of Malaysian acquirers.This paper highlights four major indicators on effective relationship engagement: Collaboration, face to face interaction, on-line communication and collegial relationships between the acquirer and the acquired firms.Drawing from the extant literature, hypotheses are developed, elaborating success factors to improve the M&A integration performance through relationship engagement initiatives