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    Behind M&As in China and the United States: Networks, learning, and institutions

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    Authors
    Yang, H.
    Sun, S.
    Lin, Z.
    Peng, Mike
    Date
    2011
    Type
    Journal Article
    
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    Citation
    Yang, H. and Sun, S. and Lin, Z. and Peng, M. 2011. Behind M&As in China and the United States: Networks, learning, and institutions. Asia Pacific Journal of Management. 28 (2): pp. 239-255.
    Source Title
    Asia Pacific Journal of Management
    DOI
    10.1007/s10490-009-9188-6
    ISSN
    0217-4561
    School
    School of Management
    URI
    http://hdl.handle.net/20.500.11937/50128
    Collection
    • Curtin Research Publications
    Abstract

    Few scholars would dispute the argument that mergers and acquisitions (M&As) are different in China and the United States, but we know little about how they differ. This article reports one of the first studies that systematically compares and contrasts how M&As differ in these two countries. While prior research on M&As tends to emphasize economic and financial explanations while treating firms as atomistic actors severed from their institutional and network relations, we develop a new theoretical framework based on relational, behavioral, and institutional perspectives. We not only consider firms as learning actors embedded in network relations, but also compare and contrast their M&A patterns between China and the United States, two distinctive institutional contexts. We find that both a firm's structural hole position and its learning orientation (exploration/exploitation) in alliances have direct and joint impacts on subsequent M&As. Further, such impacts differ across the two countries, due to their institutional disparities.

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