Making Great Minds Think Alike: Emerging market multinational firms’ leadership effects on targets’ employee psychological safety after cross-border mergers and acquisitions

Hdl Handle:
http://hdl.handle.net/10034/592511
Title:
Making Great Minds Think Alike: Emerging market multinational firms’ leadership effects on targets’ employee psychological safety after cross-border mergers and acquisitions
Authors:
Rao-Nicholson, Rekha; Khan, Zaheer; Stokes, Peter
Abstract:
Abstract This paper examines the impact of leadership on targets’ employee psychological safety (EPS), characterized by employees’ expectation of job and remuneration stability, during the cross-border mergers and acquisitions (M&As) by emerging market multinational companies (EMNEs). The M&As by Indian and Chinese companies forms the empirical context of this study and the case survey method is used to examine the effect of leadership on EPS. The results show that the EMNEs’ leadership visibility during the M&A process has no impact on the EPS, whereas, the trust in the EMNEs’ leadership has positive effect on the EPS. The deal status has a moderating effect on the leadership visibility and positively affects the EPS. This research finds evidence of target country differences in terms of the effect of EMNEs’ leadership on EPS and limited evidence of such effect for acquirer nationality differences. Keywords: employee psychological safety, leadership, Emerging market multinational firms, M&As, India, China 
Affiliation:
University of the West of England; University of Sheffield; University of Chester
Citation:
Rao-Nicholson, R., Khan, Z., & Stokes, P. (2016). Making great minds think alike: Emerging market multinational firms’ leadership effects on targets’ employee psychological safety after cross-border mergers and acquisitions. International Business Review, 25(1, Part A), 103-113. doi: http://dx.doi.org/10.1016/j.ibusrev.2015.09.007
Publisher:
Elsevier
Journal:
International Business Review
Publication Date:
9-Oct-2015
URI:
http://hdl.handle.net/10034/592511
DOI:
doi:10.1016/j.ibusrev.2015.09.007
Additional Links:
http://www.sciencedirect.com/science/journal/09695931
Type:
Article
Language:
en_US
ISSN:
0969-5931
Appears in Collections:
Chester Business School

Full metadata record

DC FieldValue Language
dc.contributor.authorRao-Nicholson, Rekhaen
dc.contributor.authorKhan, Zaheeren
dc.contributor.authorStokes, Peteren
dc.date.accessioned2015-12-22T14:53:44Zen
dc.date.available2015-12-22T14:53:44Zen
dc.date.issued2015-10-09en
dc.identifier.citationRao-Nicholson, R., Khan, Z., & Stokes, P. (2016). Making great minds think alike: Emerging market multinational firms’ leadership effects on targets’ employee psychological safety after cross-border mergers and acquisitions. International Business Review, 25(1, Part A), 103-113. doi: http://dx.doi.org/10.1016/j.ibusrev.2015.09.007en
dc.identifier.issn0969-5931en
dc.identifier.doidoi:10.1016/j.ibusrev.2015.09.007en
dc.identifier.urihttp://hdl.handle.net/10034/592511en
dc.description.abstractAbstract This paper examines the impact of leadership on targets’ employee psychological safety (EPS), characterized by employees’ expectation of job and remuneration stability, during the cross-border mergers and acquisitions (M&As) by emerging market multinational companies (EMNEs). The M&As by Indian and Chinese companies forms the empirical context of this study and the case survey method is used to examine the effect of leadership on EPS. The results show that the EMNEs’ leadership visibility during the M&A process has no impact on the EPS, whereas, the trust in the EMNEs’ leadership has positive effect on the EPS. The deal status has a moderating effect on the leadership visibility and positively affects the EPS. This research finds evidence of target country differences in terms of the effect of EMNEs’ leadership on EPS and limited evidence of such effect for acquirer nationality differences. Keywords: employee psychological safety, leadership, Emerging market multinational firms, M&As, India, China en
dc.language.isoen_USen
dc.publisherElsevieren
dc.relation.urlhttp://www.sciencedirect.com/science/journal/09695931en
dc.subjectemployee psychological safetyen
dc.subjectLeadershipen
dc.subjectEmerging market multinational firmsen
dc.subjectM&Asen
dc.subjectIndiaen
dc.subjectChinaen
dc.titleMaking Great Minds Think Alike: Emerging market multinational firms’ leadership effects on targets’ employee psychological safety after cross-border mergers and acquisitionsen_US
dc.typeArticleen
dc.contributor.departmentUniversity of the West of England; University of Sheffield; University of Chesteren
dc.identifier.journalInternational Business Reviewen
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