Complementarity and Similarity of Partners in International Mergers
Complementarity and Similarity of Partners in International Mergers
复制标题
国际并购中合作伙伴的互补性和相似性
DOI：
10.1207/s15324834basp1703_4
复制
发表时间：
1995
影响因子：
2.4
通讯作者：
T. D. Boer
中科院分区：
文献类型：
--
作者：
J. V. Oudenhoven;T. D. Boer
研究了文化和战略相似程度对潜在合并候选者偏好的影响。该研究的主要目的是测试基于相似性吸引假说、Bryne 和 Clore (1970) 的强化影响模型以及合并背景下的社会认同理论的预测。九十名高级管理人员被要求想象他们是一家刺激公司的首席执行官。他们阅读了对“自己的”公司和两个潜在合并候选公司的描述。接下来，他们被要求表达与其他公司合并的意愿，并评估成功的可能性以及公司内部对此类合并的抵制程度。 A 2（合并候选者战略方面：相似与互补）x 3（公司内各部门之间的差异程度：低、中等与高）x 2（合并候选者文化方面：相似与不同）x 2（所需整合程度：...
The effects of degree of cultural and strategic similarity on the preference for a potential merger candidate were investigated. The main objective of the study was to test predictions based on the similarity-attraction hypothesis, Bryne and Clore's (1970) reinforcement-affect model, and social identity theory in the context of mergers. Ninety senior managers were asked to imagine that they were chief executive officers of a stimulus company. They read a description of their "own" company and the companies of two potential merger candidates. Next, they were asked to express their willingness to merge with each of the other companies and to assess the probability of success as well as the amount of resistance within their company to such a merger. A 2 (Merger Candidate Strategic Aspects: Similar vs. Complementary) x 3 (Degree of Discrepancy Between Departments Within the Companies: Low vs. Moderate vs. High) x 2 (Merger Candidate Cultural Aspects: Similar vs. Dissimilar) x 2 (Level of Integration Required:...