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The Views of Japanese Employees on Cross-Border M&As

:	Kai Oliver Thiele
:	The Views of Japanese Employees on Cross-Border M&As
:	Springer Gabler
:	9783658225254
:	1
:	CHF 47.50
:

:	Betriebswirtschaft
:	English

:	246
:	Wasserzeichen/DRM
:	PC/MAC/eReader/Tablet
:	PDF

Kai Oliver Thiele analyses M&As between companies from different cultures, which in general impose unique challenges, but also offer invaluable opportunities for all parties. Since Japan lags expectations regarding the amount of cross-border M&As, it is the more important to understand the drivers of successful cross-border acquisitions coming into the country. However, how the employees' view on a merger can be successfully managed to leverage the M&As' success rate remains yet unanswered. By focusing on the employees' needs, this research seeks to contribute positively to an increase of the cross-border M&As' success rate.

Kai Oliver Thiele received his PhD from the Hamburg University of Technology in Germany. He holds an MBA degree from the University of Kansas as well as a Master's degree in Business Mathematics from the University of Hamburg. He received a DAAD scholarship as well as a scholarship from the German Institute for Japanese Studies to conduct his research in Japan.

	Acknowledgements	6
	Table of Contents	7
	List of Figures	10
	List of Tables	12
	List of Abbreviations	13
	1 Introduction	15
	1.1. Research problem	15
	1.2. Goal of this work	23
	1.3. Structure of dissertation	25
	2 Foundations of mergers and acquisitions	28
	2.1. Classification	28
	2.1.1 Definitions	28
	2.1.2 Stages	34
	2.1.3 Typology	38
	2.2. Emergence	42
	2.2.1 Management motives	42
	2.2.2 Entry mode choice	44
	2.2.3 Merger waves	47
	2.3. Value creation	50
	2.3.1 Profitability measurement and antecedents of performance	50
	2.3.2 Performance drivers of domestic versus cross-border M	50
	54	50
	2.3.3 Shareholder value creation and the integration process	57
	2.4. Summary	60
	3 Mergers and acquisitions in Japan	61
	3.1. Japanese economy	61
	3.1.1 Economic and market overview	61
	3.1.2 Foreign direct investments	66
	3.1.3 Recent economic conditions and outlook	70
	3.2. M	70
	72	70
	3.2.1 Development of the Japanese M	70
	72	70
	3.2.2 Legal environment for M	70
	76	70
	3.2.3 Japanese inbound M	70
	78	70
	3.3. Summary	81
	4 National culture and organizational culture in Japan	84
	4.1. Culture in cross-border M	84
	84	84
	4.2. Japan s national culture	89
	4.2.1 Toward a definition of culture	89
	4.2.2 Theories and empirical research on national culture	94
	4.2.3 Selected research on Japanese national culture	98
	4.3. Japan's organizational culture	109
	4.3.1 Toward a definition of organizational culture	109
	4.3.2 How national culture influences organizational culture	111
	4.3.3 Selected research on Japanese organizational culture	114
	4.4. Summary	122
	5 Employee reactions to M	122
	5 Employee reactions to M	122
	125	122
	5.1. Overview of M	122
	125	122
	5.1.1 Theoretical perspectives	126
	5.1.2 Selection of theoretical perspective	132
	5.2. The importance of the employees view in M	132
	134	132
	5.3. Critical employee attitudes and behavioral intentions in M	132
	139	132
	5.3.1 Commitment to change	139
	5.3.2 Intention to stay	141
	5.3.3 Job satisfaction	141
	5.3.4 Perception of success	143
	5.4. Factors that affect employee resistance after organizational change	145
	5.4.1 Overview of extant research	145
	5.4.2 Organizational identification	152
	5.4.3 Organizational justice	155
	5.5. Theoretical model deduction and hypotheses development for the Japanese context	158
	5.6. Summary	164
	6 Empirical study	166
	6.1. Research design	166
	6.1.1 Choice of analysis method	166
	6.1.2 Foundations of PLS-SEM	167
	6.1.3 Path model construction	177
	6.1.4 Sampling method	182
	6.2. Sample and data structure	183
	6.3. Results of the PLS-SEM analysis	186
	6.3.1 Main results	186
	6.3.2 Mediator analysis	193
	6.3.3 Moderator analysis	195
	6.3.4 IPMA analysis	196
	7 Discussion, contributions, and limitations	201
	7.1. Discussion and implications of the study results	201
	7.2. Contribution of this work to the research field and practical implications	205
	7.3. Limitations and outlook	208
	References	211
	Appendix	244