A Cross-cultural Comparative Study of German and Singaporean Employees’ Trust Decisions Following a Takeover: Implications for Cross-border Mergers and Acquisitions

Günter K Stahl and Chei Hwee Chua

Chapter 14 in Trust and Antitrust in Asian Business Alliances, 2004, pp 314-329 from Palgrave Macmillan

Abstract: Abstract Mergers and acquisitions (M&As) are an increasingly popular strategy for achieving corporate growth and diversification. The worldwide value of deals increased from US$462 billion to over US$3.5 trillion during the 1990s. Although the USA is the largest M&A market, Europe and Asia have outpaced it in terms of growth rates. Between 1990 and 1999, the number of M&As in the USA recorded a 10 per cent compound annual growth rate, while Europe and Asia-Pacific recorded a higher growth rate, of 13 per cent and 27 per cent, respectively (Sirower and Hasson, 2000). Cross-border M&As, in particular, are becoming an increasingly popular alternative to greenfield investments or strategic alliances as a vehicle for internationalization. The number of cross-border deals more than quadrupled between 1997 and 2000, with the number of transactions increasing from 2,100 to 9,200 (Levy, 2001). According to a KPMG survey, out of all M&As executed yearly, the percentage of cross-border M&As increased from 26 per cent in 1997 to 41 per cent in 2000 (Levy, 2001).

Keywords: Strategic Alliance; Cultural Distance; Strategic Management Journal; Target Firm; Interaction History (search for similar items in EconPapers)
Date: 2004
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-52357-9_14

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DOI: 10.1057/9780230523579_14

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