Relative standing and the performance of recently acquired European firms
基于相对地位理论，调查英法企业被收购后对文化兼容性、自主权丧失的感知，发现该理论能解释并购绩效，但也存在文化偏差。
This study draws on the concepts of relative standing to explain the post-merger performance of recently acquired European firms. We used a 2 × 3 sampling design where we surveyed top managers of British and French firms that were acquired by British, French, and U.S. firms as to their perceptions of cultural compatibility with the buying firms, their sense of loss of autonomy since the merger, and post-merger performance. While we found that the theory adequately explains the post-merger performance of both British and French firms, suggesting that this primarily ‘made-in-the-United States’ organization theory extends beyond the cultural domain of the United States, we also found an aspect of the theory that reflects a possible cultural bias. © 1997 by John Wiley & Sons, Ltd.