Business Process Management Journal, Volume 21, Issue 1, January 2015.
Purpose In this article we present new insights on cross-border merger and acquisition process (M&A) based on received wisdom in the literature and exploratory field interviews of several leading firms that have conducted cross-border M&As. Starting from existing literature we explore current trend in cross-border M&A process with the aim to pose several points for future studies. Design/methodology/approach Based on previous studies (Brocke and Sinnl, 2011; Gogan et al., 2013; Soni and Kodali, 2011) we conduct a structured literature review aimed to divide M&A process in three phases evidencing for each of them the specific aspects and future development of researches. Findings The article evidences new strategic motivations, implementation and post merger integration challenges, especially focusing on cultural issues. Finally we emphasize the need for novel indicators of acquisition success such as new and distinct capability development post acquisition. Originality/value New trend in cross-border M&As impose to rethink the challenges and opportunities posed by cross-border M&As’ in a tumultuous global business environment, from strategic, cultural, organizational, and financial perspectives.
Purpose In this article we present new insights on cross-border merger and acquisition process (M&A) based on received wisdom in the literature and exploratory field interviews of several leading firms that have conducted cross-border M&As. Starting from existing literature we explore current trend in cross-border M&A process with the aim to pose several points for future studies. Design/methodology/approach Based on previous studies (Brocke and Sinnl, 2011; Gogan et al., 2013; Soni and Kodali, 2011) we conduct a structured literature review aimed to divide M&A process in three phases evidencing for each of them the specific aspects and future development of researches. Findings The article evidences new strategic motivations, implementation and post merger integration challenges, especially focusing on cultural issues. Finally we emphasize the need for novel indicators of acquisition success such as new and distinct capability development post acquisition. Originality/value New trend in cross-border M&As impose to rethink the challenges and opportunities posed by cross-border M&As’ in a tumultuous global business environment, from strategic, cultural, organizational, and financial perspectives.