Abstract
We examine the way cultural alignment between acquirer and target management teams affects the success of M&As. By tracing managers’ cultural origins based on their family names, we obtain two measures of cultural alignment: cultural distance and origin similarity between the management teams. The regression results show that firms with culturally aligned management teams are more likely to form merger-pairs. Regarding merger-performance, cultural alignment increases acquirer–target-combined announcement returns, acquirers’ post-merger operating and market performance, and the integration of targets’ top executives. Taken together, our results suggest that managers’ cultural alignment is an important determinant of merger success.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.