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dc.contributor.authorVaara, Eero
dc.contributor.authorJunni, Paulina
dc.contributor.authorSarala, Riikka, M.
dc.contributor.authorEhrnrooth, Mats
dc.contributor.authorKoveshnikov, Alexei
dc.date.accessioned2014-11-04T16:25:31Z
dc.date.accessioned2014-11-11T12:42:58Z
dc.date.available2014-11-04T16:25:31Z
dc.date.available2014-11-11T12:42:58Z
dc.date.issued2014
dc.identifier.citationStrategic Management Journal, 35(2014)9: 1302-1317nb_NO
dc.identifier.issn0143-2095
dc.identifier.issn1097-0266
dc.identifier.urihttp://hdl.handle.net/11250/225726
dc.descriptionThis is the authors’ accepted and refereed manuscript to the article. LOCKED until 2015-08-01 due to copyright restrictions.nb_NO
dc.description.abstractThis paper focuses on managers' attributions of M&A performance. Our analysis indicates that there is a linear association between performance and attributions to cultural differences, which is moderated by prior experience. Furthermore, our results suggest that there is a curvilinear association between performance and attributions to managers' actions, but we found no support for the moderating effect of experience for this association. By substantiating these attributional tendencies, our results contribute to research on M&As and studies on attribution more generally. In particular, our study helps to put cultural differences in perspective and cautions researchers and practitioners alike to avoid simplistic explanations of M&A performancenb_NO
dc.language.isoengnb_NO
dc.publisherWileynb_NO
dc.titleAttributional tendencies in cultural explanations of M&A performancenb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.date.updated2014-11-04T16:25:32Z
dc.source.journalStrategic Management Journalnb_NO
dc.identifier.doi10.1002/smj.2163
dc.identifier.cristin1037398
dc.description.localcode2, Forfatterversjonnb_NO


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