The individual nature of cultural friction in cross-border M&As: exploring the role of face when working with Asian counterparts

What is it about?

Drawing on three bodies of literature, namely, cultural friction, microfoundations, and face concerns, this study reconsiders the concept of cultural friction as a microfounded construct in cross-border mergers and acquisitions. It introduces face concerns to the discussion as a key element at play to understanding the challenges faced by managers at the forefront of CBMAs involving Asian companies. The conceptual approach is illustrated with examples for the world of practice.

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