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  • 1.
    Morgulis-Yakushev, Sergey
    et al.
    Stockholm Sch Econ, Box 6501, S-11383 Stockholm, Sweden..
    Yildiz, H. Emre
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies. Stockholm Sch Econ, Box 6501, S-11383 Stockholm, Sweden..
    Fey, Carl. F.
    Aalto Univ, Sch Business, POB 21210, Aalto 00076, Finland.;Chinese Univ Hong Kong, Hong Kong, Hong Kong, Peoples R China..
    When same is (not) the aim: A treatise on organizational cultural fit and knowledge transfer2018In: Journal of world business (Print), ISSN 1090-9516, E-ISSN 1878-5573, Vol. 53, no 2, p. 151-163Article in journal (Refereed)
    Abstract [en]

    Multinationals (MNCs) need to find the balance between developing a globally standardized organizational culture and having multiple locally- adapted organizational cultures. Past literature embodies the bias that differences between MNC units, unless managed, would lead to adverse consequences. To counter this negative bias, we focus on cultural fit, which is the amount of difference yielding maximum benefit. We argue that depending on comparison criterion and desired outcome, fit could be achieved by establishing similarities or maintaining differences. Using evolutionary economics, we explore knowledge transfer within MNCs and test our hypotheses on fit using a unique dyadic dataset from 186 MNCs.

  • 2.
    Yildiz, H. Emre
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies. Stockholm Sch Econ, SE-11383 Stockholm, Sweden..
    "Us vs. them" or "us over them"?: On the roles of similarity and status in M&As2016In: International Business Review, ISSN 0969-5931, E-ISSN 1873-6149, Vol. 25, no 1, p. 51-65Article in journal (Refereed)
    Abstract [en]

    This paper complements existing research on the role of cultural similarity in cross-border M&As by examining their effects in conjunction with relative status positions of merging entities. Two experimental studies with senior managers were conducted and reported. Whereas status breeds competence-based trust between acquirer and acquired unit, similarity is conducive to benevolence-based trust. Furthermore, higher status position of acquirer is shown to have significant effect on acquired unit members' social preferences toward the former (Study1). Lastly, similarity and status are found to have distinct and joint effects on knowledge transfer in M&As, which designate an interesting tradeoff between acquired unit members' perceptions of the credibility of the acquirer and the usefulness of the advice it provides (Study 2). Theoretical and practical implications of the findings are discussed.

  • 3.
    Yildiz, H. Emre
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Fey, Carl F.
    Zhou, Abby Jingzi
    Fostering integration through HRM practices: An empirical examination of absorptive capacity and knowledge transfer in cross-border M&AsIn: Journal of world business (Print), ISSN 1090-9516, E-ISSN 1878-5573Article in journal (Refereed)
    Abstract [en]

    Transfer of knowledge-based resources from acquirers to the acquired units has been ubiquitously emphasized as an important driver of post-acquisition integration. Equally emphasized is the importance of recipient unit’s absorptive capacity for the success of knowledge transfer and the facilitating role of HRM practices in developing absorptive capacity. In this paper, we integrate different streams of research on post-acquisition integration, knowledge transfer, absorptive capacity and HRM practices. Different from most past research, we pay attention theoretically and empirically to the multi-dimensional nature of both knowledge transfer and absorptive capa- city. We test our hypotheses on a sample of acquired Chinese subsidiaries of 181 multinational corporations from seven countries. We find that successful inflow and implementation of knowledge require the acquired unit to have distinct types of capabilities each of which can be developed by a specific HRM practice. These results contribute literature by recognizing absorptive capacity as a manageable capability and identifying how dif- ferent components of this capability could be developed by specific HRM practices. Furthermore, our results shed light on human side of M&As by examining how companies can foster post-acquisition integration by fine- tuning the absorptive capacity of acquired units. 

  • 4.
    Yildiz, H. Emre
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Murtic, Adis
    Stockholm Sch Econ, Stockholm, Sweden.
    Zander, Udo
    Stockholm Sch Econ, Stockholm, Sweden.
    Richtner, Anders
    Stockholm Sch Econ, Stockholm, Sweden.
    What Fosters Individual-Level Absorptive Capacity in MNCs?: An Extended Motivation-Ability-Opportunity Framework2019In: MIR: Management International Review, ISSN 0938-8249, E-ISSN 1861-8901, Vol. 59, no 1, p. 93-129Article in journal (Refereed)
    Abstract [en]

    Absorptive capacity has been marked as one of the most important capabilities of Multinational Corporations for effective management of knowledge. To address calls for research on micro-level origins of the concept, this paper focuses on the determinants of individual-level absorptive capacity. We examine the extent to which individuals' capability to recognize, assimilate and exploit new knowledge from the environment is shaped by different forms of work motivation (i.e., intrinsic and extrinsic), overall ability, exposure to diverse country contexts and personal characteristics. Drawing on and extending the Motivation-Ability-Opportunity framework, we develop and test a set of hypotheses. Using a unique dataset collected from 648 individuals in a multinational corporation, we show that individuals' intrinsic motivation and overall ability are the key antecedents of absorptive capacity. In contrast, extrinsic motivation does not emerge as a significant predictor. We find that past international assignments to distant countries could be detrimental to individuals' absorptive capacity. However, our results suggest that for those individuals who are open to new experiences, assignments to distant countries become useful opportunity for absorptive capacity development. These findings contribute to existing literature by showing effects of alternative types of motivation and underscoring the importance of using selective assignment when considering exposure to diverse country context as a tool for employee capability development.

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