—This paper investigates the implications of national
cultural distance on international acquisition performance,
involving companies from England. It proposes
recommendations for the managers of English companies in
how to manage these differences effectively. In general, findings
indicate that the differences in national culture obstruct
integration capabilities, bringing about a negative indirect
effect on acquisition performance. From these findings, our
recommendations are established, which suggest that in order
to succeed, management styles and communication strategies
need to be adapted to suit the target firms culture. In addition
trust must be developed amongst all members in order to
reduce any resistance to change.
—GLOBE index, international acquisitions,
national culture, performance.
Michael Akanni is with the Nottingham Trent University, Burton Street,
Nottingham, NG1 4BU, UK (e-mail: email@example.com).
Mohammad F. Ahammad is with the Nottingham Business School,
Nottingham Trent University, Burton Street, Nottingham, NG1 4BU, UK
Cite: Michael Akanni and Mohammad Ahammad, "National Cultural Distance and International Acquisition
Performance," Journal of Economics, Business and Management vol. 3, no. 2, pp. 183-187, 2015.