• ISSN: 2301-3567
    • Frequency: Quarterly (2013-2014); Monthly (Since 2015)
    • DOI: 10.18178/JOEBM
    • Editor-in-Chief: Prof. Eunjin Hwang
    • Executive Editor: Ms. Chloe Wu
    • Abstracting/ Indexing: Engineering & Technology Library,  Electronic Journals Library, Ulrich's Periodicals Directory, MESLibrary, Google Scholar, Crossref, and ProQuest.
    • E-mail: joebm@ejournal.net
JOEBM 2015 Vol.3(2): 183-187 ISSN: 2301-3567
DOI: 10.7763/JOEBM.2015.V3.177

National Cultural Distance and International Acquisition Performance

Michael Akanni and Mohammad Ahammad
Abstract—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.

Index Terms—GLOBE index, international acquisitions, national culture, performance.

Michael Akanni is with the Nottingham Trent University, Burton Street, Nottingham, NG1 4BU, UK (e-mail: m.akanni@hotmail.com).
Mohammad F. Ahammad is with the Nottingham Business School, Nottingham Trent University, Burton Street, Nottingham, NG1 4BU, UK (e-mail: mohammad.ahammad@ntu.ac.uk).

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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.

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