Daniel Rottig

Formal Infrastructure and Ethical Decision Making: An Empirical Investigation and Implications for Supply Management

Building on Rests (1986) conceptual model of ethical decision making, we derive and empirically test a model that links an organizations formal ethical infrastructure to individuals’ moral awareness of ethical situations, moral judgment, and moral intention. We contribute to the literature by shedding light on the importance of a multifaceted formal ethical infrastructure—consisting of formal communication, recurrent communication, formal surveillance, and formal sanctions—as a crucial antecedent of moral awareness. In so doing, we discern how these four elements of a formal ethical infrastructure combine to collectively influence moral awareness based on a second-order factor structure using structural equation modeling. We test our model based on survey data from 805 respondents with significant work experience across three separate ethical scenarios. Our results across the three scenarios provide overall support for our model. We found that a second-order factor structure for the formal ethical infrastructure explains the variance among the four infrastructure elements and that a multifaceted formal ethical infrastructure significantly increases moral awareness. Our results further suggest a strong positive effect of moral awareness on moral judgment, which in turn was found to have a positive impact on moral intention. These results were substantiated when taking several individual and contextual control variables into account, such as gender, age, religiosity, work satisfaction, and a de facto ethical climate. Implications for theory, practice, and supply management are discussed.

The Impact of Culture on Mergers and Acquisitions: A Third of a Century of Research

Abstract This chapter aims to make sense of the growing research that examines the role of culture in mergers and acquisitions. We provide a detailed review of the many related but distinct constructs that have been introduced to the literature. While each construct has contributed to our understanding of the role of culture, the lack of connections made among constructs has limited the consolidation of contributions. The review shows what these constructs mean for mergers and acquisitions, what major findings have been discovered, and, most importantly, how constructs interrelate. Our discussion provides several opportunities to foster the needed consolidation of this research.

The role of social capital in cross-cultural M&As: a multinational corporation perspective

This paper advances a social capital perspective to the literature on Mergers and Acquisitions (M&As). A conceptualisation of social capital is used that encompasses internal and external social capital as the two sources of social capital available to Multinational Corporations (MNCs) that undertake M&As across cultures. A theoretical model is developed which suggests that internal and external social capital mitigate the negative effects of organisational and national cultural differences on sociocultural integration and so enable MNCs to exploit opportunities for cultural arbitrage which, in turn, contributes to the performance of M&As. This paper further forwards a dynamic perspective of M&As by considering these transactions as vehicles to both exploit existing and explore new social capital. This paper, therefore, sets out to contribute to a better understanding about M&A performance determinants over time. The implications for research and business practice are discussed.

INSTITUTIONAL DISTANCE, ORGANIZATIONAL LEGITIMACY, AND THE PERFORMANCE OF FOREIGN ACQUISITIONS IN THE UNITED STATES.

The article reports on research which was conducted to investigate the impact organizational legitimacy and regulatory, normative and cultural distances had on the performance of foreign business a...

Research on Culture and International Acquisition Performance: A Critical Evaluation and New Directions

Abstract This article critically reviews and synthesizes the current state of the literature on culture and international acquisition performance, and sketches out new directions for research that are promising to advance knowledge in the field. The literature on acquisition performance is categorized and discussed along three streams of research: the contingency literature, process-oriented research, and the cultural stream. Particular emphasis is placed in the latter stream to take account of the vast amount of work on this topic. In so doing, this article relates the cultural stream to both the contingency literature and process-related research to gain a more inclusive understanding of culture’s consequences for international acquisition performance. The article concludes by offering a research agenda to stimulate new insights and novel work on the variables that determine the success of international acquisitions.