Attributional tendencies in cultural explanations of M&A performance
Article first published online: 31 JUL 2013
Copyright © 2013 John Wiley & Sons, Ltd.
Strategic Management Journal
Volume 35, Issue 9, pages 1302–1317, September 2014
How to Cite
Vaara, E., Junni, P., Sarala, R. M., Ehrnrooth, M. and Koveshnikov, A. (2014), Attributional tendencies in cultural explanations of M&A performance. Strat. Mgmt. J., 35: 1302–1317. doi: 10.1002/smj.2163
- Issue published online: 15 JUL 2014
- Article first published online: 31 JUL 2013
- Accepted manuscript online: 20 JUN 2013 05:48AM EST
- Manuscript Revised: 13 JUN 2013
- Manuscript Accepted: 13 JUN 2013
- Manuscript Received: 4 FEB 2012
This paper focuses on managers' attributions of M&A performance. Our analysis indicates that there is a linear association between performance and attributions to cultural differences, which is moderated by prior experience. Furthermore, our results suggest that there is a curvilinear association between performance and attributions to managers' actions, but we found no support for the moderating effect of experience for this association. By substantiating these attributional tendencies, our results contribute to research on M&As and studies on attribution more generally. In particular, our study helps to put cultural differences in perspective and cautions researchers and practitioners alike to avoid simplistic explanations of M&A performance. Copyright © 2013 John Wiley & Sons, Ltd.