Learning to Internationalise: The Pace and Success of Foreign Acquisitions

We argue that firms engaged in international acquisitions can benefit from foreign acquisition, domestic acquisition, and international joint venture experiences, but that their learning process is prone to biases. Only once companies learn what part of their knowledge about national cultures and en...

Full description

Saved in:
Bibliographic Details
Published in:Journal of international business studies 2007-12, Vol.38 (7), p.1170-1186
Main Authors: Anna Nadolska, Barkema, Harry G.
Format: Article
Language:English
Subjects:
Acquisitions
Acquisitions & mergers
Advantages
Bias
Business and Management
Business management
Business Strategy/Leadership
Business structures
Corporate strategies
Culture
Data analysis
Global corporations
Globalization
Hypothesis testing
International
International Business
Internationalism
Internationalization
Joint ventures
Knowledge
Knowledge acquisition
Learning
Learning experiences
Management
Management science
Organization
Organizational learning
Regression analysis
Studies
Subsidiary companies
Success
Success factors
Citations: Items that this one cites
Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:We argue that firms engaged in international acquisitions can benefit from foreign acquisition, domestic acquisition, and international joint venture experiences, but that their learning process is prone to biases. Only once companies learn what part of their knowledge about national cultures and entry modes can successfully be applied to new settings will they become truly successful abroad, in terms of both the rate and the frequency of their foreign acquisitions. The hypotheses were tested using negative binomial regression and hazard rate models on data on 1038 foreign acquisitions of 25 firms over a period of more than three decades.
ISSN:0047-2506
1478-6990
DOI:10.1057/palgrave.jibs.8400318