We study M&As, resilience and performance, identifying links between managers’ perceptions of performance and resilience, using trans-national organisational-level survey evidence (N=3613) and follow up semi-structured in-depth interviews with managers involved in M&As and demerger. Drawing on...

This paper considers the strategic motivation for cross border mergers and acquisitions (CBM&As) for a sample of UK firms acquiring North American and European firms. The leading set of motives lends support to the theories of strategic positioning and the resource based view. The highest ranked...

This paper seeks to outline the driving forces behind the acceleration of cross-border mergers and acquisitions (CBMAs) and to review the recent trends involving United Kingdom (UK) companies. The paper draws on data available from Thomson One Banker and the Office of National Statistics, to...

1. Introduction : what do we know about international joint ventures? -- 2. Strategic motives and performance -- 3. The nature of partner selection -- 4. Management control -- 5. Decision-making autonomy -- 6. Learning to manage international joint ventures -- 7. Partnering skills and...

This paper contributes to the literature on intra- and inter-firm knowledge transfer by examining knowledge acquisition by Korean international joint ventures from their foreign parents. A conceptual model is presented which identifies the factors that have been found to influence knowledge...