This chapter synthesises theoretical and empirical perspectives on cultural compatibility within cross-border acquisitions, drawing on both the organisational and national culture streams of acquisitions literature. The impact of cultural compatibility on subsequent acquisition performance is...

This paper examines how differences in management styles impact the performance of cross-border acquisitions. Two principal findings are reported. First, the study focuses on the individual dimensions of management style and highlights the particular influence that differences in risk...

We propose a typology of acquisition value creation logics derived from the dynamic capability literature and explore the organisational capabilities and implementation processes required for the effective delivery of three value creation logics: governance-based, cost-based and knowledge-based....