Philippe Very

TL;DR: In this paper, the authors develop and extend social capital theory by exploring the creation of organizational social capital within a highly pervasive, yet often overlooked organizational form: family firms and identify contingency dimensions that affect these relationships and the potential risks associated with family social capital.

TL;DR: This paper used a 2 x 3 sampling design where they surveyed top managers of British and French firms that were acquired by British, French, and U.S. firms as to their perceptions of cultural compatibility with the buying firms, their sense of loss of autonomy since the merger, and post-merger performance.

TL;DR: Because of the long-term and dynamic nature of the M&A process, it is argued that instead of studying the simple performance impact of cultural differences in M& a, it should move on to thinking how cultural differences impact on the M &A process and its outcome.

TL;DR: In this paper, the authors attempted to identify key problems faced and solutions employed by acquirers during the stages of the acquisition process for domestic and cross-border deals, which was then interpreted from a learning perspective.

TL;DR: The authors found evidence that the administrative approaches used by managers during merger integration from two nations partially reflect their different heritages, and that these differences are consistent with national differences and the theoretical perspectives of institutional development and cross-cultural studies.