Attributional tendencies in cultural explanations of M&A performance

Eero Vaara · Paulina Junni · Riikka Mirja Sarala · Mats Ehrnrooth · Alexei Koveshnikov

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Abstract

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.

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References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1999Self-Efficacy: The Exercise of Control 1993Cultures and Organizations: Software of the Mind.1983Culture's Consequences: International Differences in Work-Related Values.1958The psychology of interpersonal relations.1958The Psychology of Interpersonal Relations.1988The Effect of National Culture on the Choice of Entry Mode 1973The processes of causal attribution.

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