Post-M&A organisational cultural change is a traumatic experience for organisational members. It generates resistance and contributes to M&A failure. Nevertheless, the literature on managing post-M&A cultural change is scarce and largely focused on overcoming the debilitating impact of...

The literature on mergers and acquisitions (M&A) has accumulated a wide body of knowledge on the role of culture in post-M&A integration. Available research uses varied perspectives on culture and cultural change processes. Some define culture as a force shaping human action, others examine...

The relationship between multinational enterprises (MNEs) and governments has evolved over time, from a period of conflict after World War II to a more cooperative relationship in the 1970s and 1980s (Dunning, 1993). In the 1990s, many host governments sought foreign direct investments (FDIs) by...

In this article, we analyze the impact of learning from internationalization on small and medium enterprises' (SMEs) performance along different development paths. Drawing on the exploitation versus exploration logic, we use an alternative view of foreign operation modes (the learning...

Following a number of studies on the factors that might affect response rates in cross-national research, this work examines the types of incentives mentioned by international business scholars in mail surveys as well as how the use of such incentives affects the response rate. This work uses a...

Following the work undertaken by Hult el al., (2008) on data equivalence in cross-cultural international business research, this study examines mail survey administration procedures equivalence within 94 studies published in the Journal of International Business Studies from 2000-2008.The...

Following a number of earlier studies on data equivalence in cross-cultural international business research, this article uses a content analysis of articles published in four leading international business journals from 2000 to 2009, to uncover the equivalence in current state of data...

Hoogovens Steel (HS) is a vertically integrated steel company, which until 1995 was functionally structured. During the eighties the steel market became saturated and more heterogeneous. In order to remain a flexible, market-oriented company, HS changed its organizational structure, by...