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Asubstantive body of theory and research on the role of culture in mergers and acquisitions (M&A) suggests that cultural differences can create major obstacles to achieving integration benefits. However, the opposite view—that differences in culture between merging firms can be a source of value creation and learning—has also been advanced and empirically supported. In an attempt to reconcile these conflicting perspectives and findings, we present a model that synthesizes our current understanding of the role of culture in M&A, and we develop a set of hypotheses regarding mechanisms through which cultural differences affect M&A performance. The results of a meta-analysis of 46 studies, with a combined sample size of 10,710 M&A, suggest that cultural differences affect sociocultural integration, synergy realization, and shareholder value in different, and sometimes opposing, ways. Moderator analyses reveal that the effects of cultural differences vary depending on the degree of relatedness and the dimensions of cultural differences separating the merging firms, as well as on research design and sample characteristics. The implications for M&A research and practice are discussed.

The second edition of this Handbook provides up-to-date insight into ground-breaking research on international human resource issues today. These issues are faced by multinational companies which can be as small as one person with a computer and Internet connection or as large as a medium-sized country. -- Written by the field's most distinguished researchers, the book will stimulate thought for new research and provide a glimpse of where we have been and where we are going. The book explores issues such as the importance of linking IHRM activities to organizational strategy and culture; talent management; staffing; performance management; leadership development; diversity management; international assignment and mobility issues; and the role of IHRM in the management of global teams and cross-border joint ventures, mergers and acquisitions. -- The Handbook illustrates that IHRM research is both theoretically deep and eclectic. Drawing upon a range of paradigms and perspectives this compendium will prove invaluable for HRM scholars, doctoral students, and others interested in IHRM research.

PurposeWith the steady increase in the number of female expatriates and multinational corporations' (MNCs') pressing need for global female talent, understanding the factors that attract and retain female expatriates is urgent. Drawing from the literatures on gender differences in (domestic) labor turnover and gender differences in social networks, the purpose of this paper is to investigate gender differences in expatriates' turnover intentions.Design/methodology/approachThe authors collected data via a questionnaire survey from an international sample of female (n=164) and male (n=1,509) expatriates who were on a company-sponsored international assignment at the time of completing the survey.FindingsThe findings show that female expatriates' turnover intentions are mainly explained by satisfaction with company support. In contrast, male expatriates' turnover intentions are explained by repatriation concerns and perceived gap between within- and outside-company career-advancement opportunities, in addition to satisfaction with company support. The authors did not find any gender differences in the levels of turnover intentionper se.Practical implicationsSince males dominate the expatriate cadre of most companies, existing expatriate retention strategies are likely to be geared toward males. Companies that value and want to retain their female talent need to gain a better understanding of what matters to female expatriates in their decisions to stay or leave the company, and adjust their expatriation and repatriation management strategies accordingly.Originality/valueThe study is one of the first to empirically test the gender differences in expatriate turnover intentions. The authors propose two underlying mechanisms that explain gender differences in expatriate turnover intentions: social integration and career advancement. The findings point to an important new research frontier that focuses on gender differences in the underlying mechanisms of turnover intentions rather than in the level of turnover intentions.

PurposeThe purpose of this paper is to encourage scholars to look at commonly considered phenomena in international business and cross-cultural research in new ways and to theorize and explore how cultural diversity, distance, and foreignness create value for global organizations. These considerations should result in a more balanced treatment of culture in cross-cultural management (CCM) research.Design/methodology/approachThe idea that there are negative consequences associated with cultural differences is pervasive in hypotheses formulation and empirical testing in international business and CCM literature, as reflected in widely used constructs such as "cultural distance," "cultural misfit," "foreignness," and related concepts. Consistent with a Positive Organizational Scholarship (POS) perspective on culture and cultural differences, the authors emphasize the positive role of distance and diversity across national, cultural, institutional, and organizational dimensions. In addition, they provide an overview of the contributions to the special issue.FindingsExamining the positive side of culture is not only beneficial theoretically in terms of filling the existing gaps in the literature, but is also crucial for the practice of international and global business. Accordingly, the contributions to the special issue highlight how explicitly considering positive phenomena can help better understand when and how cultural diversity, distance, and foreignness can enhance organizational effectiveness and performance at multiple levels. They include five research papers, a Distinguished Scholar Essay by Kim Cameron, the Founder of the POS movement, and an interview piece with Richard Nisbett, a Pioneer Researcher in culture and cognition.Originality/valueThe overemphasis on adverse outcomes associated with cultural differences in existing research has hindered the understanding of the processes and conditions that help organizations leverage the benefits of cultural differences in a wide range of contexts. This introductory paper together with the contributions included in the special issue showcases the positive dynamics and outcomes associated with cultural differences, distance, and diversity in a wide range of international business contexts.

Part I: The context of IHRM: challenges, strategies, and external forces -- Part II: Cross-cultural and diversity management -- Part III: Global staffing and management of global mobility -- Part IV: People issues in global teams, alliances, mergers, and acquisitions -- Part V: Responsible leadership in a global and cross-cultural context