Reference health
Cultural differences and capability transfer in cross-border acquisitions: the mediating roles of capability complementarity, absorptive capacity, and social integration
9 of 102 checkable references need attention · checked 2026-07-25
At the dated check, the references listed below either did not resolve in Crossref or DataCite, or carried a retraction notice. Each one is shown with the registry record that put it there.
27 without a DOI — not checked. A reference deposited without a DOI is never matched by title or guessed at; it stays outside the checked set, and this line discloses that.
References needing attention
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does not resolve to a known work10.5465/amr.1998.1255638
does not resolve to a known work10.5465/amr.1990.4310825
does not resolve to a known work10.5465/amr.1986.4282648
does not resolve to a known work10.5465/amr.1999.1893938
does not resolve to a known work10.5465/amr.2003.9416356
does not resolve to a known work10.5465/amr.1998.533225
does not resolve to a known work10.5465/amr.1988.4306790
does not resolve to a known work10.5465/amr.2002.6587995
The 93 checked references that resolve
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Managing knowledge transfer in MNCs: the impact of headquarters control mechanisms
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An Investigation of Partner Similarity Dimensions on Knowledge Transfer
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Relationships Between Type of Acquisition, The Autonomy Given to the Acquired Firm, and Acquisition Success: An Empirical Analysis
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Developing a multidimensional instrument to measure psychic distance stimuli
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Hofstede, Schwartz, or managerial perceptions? The effects of different cultural distance measures on establishment mode choices by multinational enterprises
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Transfer of Managers as a Coordination and Control Strategy in Multinational Organizations
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Acculturation in Acquired Organizations: A Force-Field Perspective
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Fear of Exploitation and Fear of Contamination: Impediments to Knowledge Transfer in Mergers between Professional Service Firms
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Managing Culture as a Competitive Resource: An Identity-Based View of Sustainable Competitive Advantage
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Knowledge flows within multinational corporations
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RELATIVE STANDING: A FRAMEWORK FOR UNDERSTANDING DEPARTURES OF ACQUIRED EXECUTIVES.
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THE ROLE OF CULTURE IN ENTRY-MODE STUDIES: FROM NEGLECT TO MYOPIA?
resolves10.1002/smj.207
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Complementary Resources and the Exploitation of Technological Innovations
resolves10.1002/smj.371
Meta‐analyses of post‐acquisition performance: indications of unidentified moderators
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ADOPTION OF AN ORGANIZATIONAL PRACTICE BY SUBSIDIARIES OF MULTINATIONAL CORPORATIONS: INSTITUTIONAL AND RELATIONAL EFFECTS.
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TRUST AND DISTRUST IN ORGANIZATIONS: Emerging Perspectives, Enduring Questions
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Collective Trust and Collective Action: The Decision to Trust as a Social Decision
resolves10.1002/(SICI)1097-0266(199805)19:5<461::AID-SMJ953>3.0.CO;2-L
Relative absorptive capacity and interorganizational learning
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Integrating Strategic, Organizational, and Human Resource Perspectives on Mergers and Acquisitions: A Case Survey of Synergy Realization
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Achieving Acculturation in Mergers and Acquisitions: An International Case Survey
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Cultural Awareness and National versus Corporate Barriers to Acculturation
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Differentiated fit and shared values: Alternatives for managing headquarters‐subsidiary relations
resolves10.1016/0263-2373(90)90088-N
Culture and integretion problems in international mergers and acquitions
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Interfirm Diversity, Organizational Learning, and Longevity in Global Strategic Alliances
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Making Sense of a Transnational Merger: Media Texts and the (Re)construction of Power Relations
resolves10.1057/palgrave.jibs.8490307
Global Strategy Implementation at the Business Unit Level: Operational Capabilities and Administrative Mechanisms
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Interpreting and responding to strategic issues: The impact of national culture
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The influence of cultural compatibility within cross-border acquisitions: A review
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THE UNCERTAIN RELEVANCE OF NEWNESS: ORGANIZATIONAL LEARNING AND KNOWLEDGE FLOWS.
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Pathways of Relevance: Exploring Inflows of Knowledge into Subunits of Multinational Corporations
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Integrating mergers and acquisitions: An international research review
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Cultural Distance Revisited: Towards a More Rigorous Conceptualization and Measurement of Cultural Differences
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Theoretical foundations of cross-border mergers and acquisitions: A review of current research and recommendations for the future
resolves10.1002/(SICI)1097-0266(199907)20:7<595::AID-SMJ47>3.0.CO;2-5
Ambiguity and the process of knowledge transfer in strategic alliances
resolves10.1287/orsc.4.3.367
Explaining the Limited Effectiveness of Legalistic “Remedies” for Trust/Distrust
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National cultural distance and initial foreign acquisition performance: The moderating effect of integration
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Exploring internal stickiness: Impediments to the transfer of best practice within the firm
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The Culture–Performance Relationship in M&A: From Yes/No to How
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Developing acquired foreign subsidiaries: the experience of MNES in transition economies
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On the Discursive Construction of Success/Failure in Narratives of Post-Merger Integration
resolves10.1111/1467-6486.00363
Post‐acquisition Integration as Sensemaking: Glimpses of Ambiguity, Confusion, Hypocrisy, and Politicization
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A Cross-National Assessment of Acculturative Stress in Recent European Mergers
resolves10.1002/(SICI)1097-0266(199709)18:8<593::AID-SMJ899>3.0.CO;2-I
Relative standing and the performance of recently acquired European firms
resolves10.1177/001872679604900903
Corporate Cultural Fit and Performance in Mergers and Acquisitions
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National and Corporate Cultural Fit in Mergers/Acquisitions: An Exploratory Study
resolves10.1287/orsc.6.1.76
Knowledge and the Speed of the Transfer and Imitation of Organizational Capabilities: An Empirical Test
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no DOI — not checkedBartlett, C.A. and Ghoshal, S. (1989) Managing Across Borders: The Transnational Solution, Harvard Business School Press: Boston, MA.
no DOI — not checkedBuono, A.F. and Bowditch, J.L. (1989) The Human Side of Mergers and Acquisitions: Managing Collisions Between People, Cultures, and Organizations, Jossey-Bass: San Francisco.
no DOI — not checkedByrne, D. (1971) The Attraction Paradigm, Academic Press: New York.
no DOI — not checkedCartwright, S. and Cooper, C.L. (1996) Managing Mergers, Acquisitions, and Strategic Alliances: Integrating People and Cultures, 2nd edn, Butterworth Heinemann: Oxford.
no DOI — not checkedChaudhuri, S. and Tabrizi, B. (1999) ‘Capturing the real value in high-tech acquisitions’, Harvard Business Review 77 (5): 123–130.
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no DOI — not checkedHaspeslagh, P. and Jemison, D.B. (1991) Managing Acquisitions: Creating Value through Corporate Renewal, Free Press: New York.
no DOI — not checkedHedlund, G. and Kogut, B. (1993) ‘Managing the MNC: The End of the Missionary Era’, in G. Hedlund (ed.) Organization of Transnational Corporations, The United Nations Library on Transnational Corporations, Vol. 6, Routledge: New York, pp: 343–358.
no DOI — not checkedHofstede, G. (1980) Culture's Consequences: International Differences in Work Related Values, Sage: Beverly Hills, CA.
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no DOI — not checkedMarks, M.L. and Mirvis, P.H. (1998) Joining Forces: Making One Plus One Equal Three in Mergers, Acquisitions, and Alliances, Jossey-Bass: San Francisco.
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no DOI — not checkedStahl, G.K. and Voigt, A. (2005) ‘The Performance Impact of Cultural Differences in Mergers and Acquisitions: A Critical Research Review and an Integrative Model’, in C.L. Cooper and S. Finkelstein (eds.) Advances in Mergers and Acquisitions, JAI Press: New York, pp: 51–83.
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no DOI — not checkedTajfel, H. (1981) Human Groups and Social Categories, Cambridge University Press: Cambridge.
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