Top management departures in cross-border acquisitions: Governance issues in an international context
This study examined top management team departures in U.S. manufacturing firms acquired by a foreign multinational during the six-year period following acquisition. Results indicated that greater cultural distance between the United States and the home country of the foreign multinational, higher levels of international integration in the target industry, and poor preacquisition performance in the U.S. target company were related to greater postacquisition top management departures. These effects were moderated significantly by the foreign acquirer's international business and U.S. acquisition experience and showed different patterns over the short-term, intermediate-term, and long-term. Implications for future research on top management teams involved in cross-border acquisitions are discussed.
Year of publication: |
1998
|
---|---|
Authors: | Krug, Jeffrey A. ; Nigh, Douglas |
Published in: |
Journal of International Management. - Elsevier, ISSN 1075-4253. - Vol. 4.1998, 4, p. 267-287
|
Publisher: |
Elsevier |
Keywords: | Cross-border mergers and acquisitions Top management teams Turnover effects Governance issues |
Saved in:
Online Resource
Saved in favorites
Similar items by person
-
Krug, Jeffrey A., (2001)
-
US joint ventures in China : motivation and management of polit. risk
Daniels, John Day, (1985)
-
US joint ventures in China : motivation and management of political risk
Daniels, John D., (2008)
- More ...