The management of cross border acquisitions and performance.

This study investigates the management of cross border acquisitions (CBAs) and their performance. Specifically, the study examines the motives, the determinants of top management retention, the pre-acquisition management process, and the impact of post- acquisition management on cross border acquisition performance using data from a sample of CBAs made by UK firms

Antecedents and consequences of online customer satisfaction: A holistic process perspective

This paper examines the determinants and consequences of online customer satisfaction by considering the entire online shopping experience, based on data collected from our survey of UK consumers in 2016. We found evidence that post online purchase experiences including experiences with order fulfilment, ease of return and responsiveness of customer service are the most significant contributors to online customer satisfaction. Security assurance, customisation, ease of use, product information and ease of check-out, all have significant impact but at much lower levels. The effect of website appearance on customer satisfaction is not significant. Our findings show that online customer satisfaction leads to repurchase intention, and a likelihood of making positive recommendations to others, but not willingness to pay more. We also found the effects of product information, customisation, order fulfilment and responsiveness of customer service on customer satisfaction are stronger for experience products than search products, while there is no significant difference in the effects of other determinants for search products and experience products. Several theoretical and managerial implications are provided, based on our findings

The effect of board gender diversity on cross-listing

Acknowledgments: We greatly appreciate the feedback provided by Geoff Wood, Ofra BazelShoham, participants of the annual meeting of the Academy of International Business 2018, and the participants of the paper development workshop at Kent Business School, University of Kent, UK. We also like to thank the TU CIBER grant for supporting this research.Peer reviewedPostprin

The effect of board gender diversity on cross-listing

Acknowledgments: We greatly appreciate the feedback provided by Geoff Wood, Ofra BazelShoham, participants of the annual meeting of the Academy of International Business 2018, and the participants of the paper development workshop at Kent Business School, University of Kent, UK. We also like to thank the TU CIBER grant for supporting this research.Peer reviewedPostprin

Exploring the factors influencing the negotiation process in cross-border M&A

This research study provides an empirical examination of the impact of national cultural distance, organizational cultural differences, communication, and planned employee retention on the effectiveness of negotiation process in the cross-border mergers & acquisitions (M&As). We developed and tested a conceptual framework of negotiation process in order to provide a framework for analysis of the key components of the negotiation process in the cross border M&A. The findings indicate that communication positively influence antecedent and concurrent phase of negotiation process. In addition, national cultural distance and organizational cultural differences negatively influence the effectiveness of concurrent phase. We also found that national cultural distance moderates the relationship between communication and effectiveness of concurrent phase of the negotiation process, as such that the positive effect of communication is lower when national cultural distance is higher. Furthermore, we found that planned employee retention positively affect the effectiveness of concurrent phase. Finally, the effectiveness of concurrent phase positively influence the effectiveness of consequent phase i.e. M&A agreement. The contribution of this study lies in providing new insights on negotiation-associated factors for incumbent executives, in order to enable them to better plan and implement cross-border mergers and acquisition deals

Investigating Employee and Organizational Performance in a Cross-Border Acquisition : A Case of Withdrawal Behavior

Research Funding Research Development Fund (RDF-18-01-16) and Key Special Program (KSF-E-15) of Xi'an Jiaotong-Liverpool UniversityPeer reviewedPostprin

The moderating role of transformational leadership on HR practices in M&A integration

Scant research exists examining the effect of HRM practices on employee behavior in M&A integration and the role that leaders play within this. This paper develops a conceptual framework that focuses on the moderating role of transformational leadership on the achievement of human integration and organizational identification in M&A integration. We argue that communication, employee involvement, teamwork, and training and development have a positive effect on employee behavior and their identification with the newly formed organization. Moreover, we argue that transformational leadership behaviors will moderate the implementation of HRM practices in M&As, leading to positive employee behavior and employee identification in the new organization. We suggest that further research is necessary to test propositions of the present study in order to achieve finer-grained understanding of the role of transformational leadership on the achievement of human integration and organizational identification in M&A integration

Employee Emotional Resilience during Post-Merger Integration across National Boundaries: Rewards and the Mediating Role of Fairness Norms

This article presents a conceptual framework to advance the understanding of the process and pitfalls of post-merger integration (PMI) across national boundaries. We argue that successful PMI is contingent on employee emotional resilience, which, in turn, depends on the efficacy of reward systems and of the underlying equity. The paper documents the key role played by financial and non-financial rewards, and of reciprocal behaviors conditioned by fairness norms, on employee emotional resilience during PMI, and the impact on them of contextual dynamics. We draw out the implications for theory and practice, again taking into special account of mergers across national boundaries, and those involving MNEs

Dimensions of dynamic marketing capability and export performance

Purpose The purpose of this paper is to develop a conceptual framework on the dimensions of dynamic marketing capability (DMC) and its relationship with export performance. The paper also proposes the mediating role of competitive hybrid strategy and the moderating role of environmental responsiveness in explaining the relationship between DMC and export performance. Design/methodology/approach By following the dynamic capability notion of the marketing and competitive strategy literature, this paper proposes a novel conceptualization of the DMC development process and the possible effect of DMC on attaining competitive advantage. Findings The paper postulates that a firm’s DMC can reflect complementary power when its higher-level marketing capabilities are bundled together to detect distributing channel members’ crucial needs, competitors’ action plans and satisfying market demand. As yet little is known about the main underlying dimensions of higher-level DMC construct, the paper contributes in proposing the key dimensions of DMC. Originality/value This research advances the knowledge-based view and resource-based views and evolves a solid foundation of DMC constructs comprising four higher-order marketing capabilities, namely, ambidextrous market orientation, customer relationship management capability, brand management capability and new product development capability. Thus, this paper contributes in DMC literature in explaining export performance