The contingent role of distributed leadership in the relationship between HR practices and organizational ambidexterity in the cross-border M&As of emerging market multinationals

Rekha Rao-Nicholson, Zaheer Khan*, Pervaiz Akhtar, Shlomo Y. Tarba

*Corresponding author for this work

Research output: Contribution to journalArticle

3 Citations (Scopus)

Abstract

This paper investigates the effect of human resource practices on organizational ambidexterity in cross-border mergers and acquisitions. Previous research suggests that human resource practices play an important role in improving organizational performance, but that there may be contingency factors that interact with human resource practices, leading to different performance outcomes. We focus on one such potential contingency factor: distributed leadership as a key moderator that interacts with human resource practices, leading to organizational ambidexterity in cross-border mergers and acquisitions. We examine 84 deals of emerging economies cross-border mergers and acquisitions. We found that human resource practices positively influence the acquired firms’ ambidexterity, but when we take into account the contingent role of distributed leadership, the effect of human resource practices becomes much stronger, indicating the importance of distributed leadership as a key variable that can explain variations in the success of cross-border mergers and acquisitions. The findings have important implications for international human resource management practices in the acquired subsidiaries and for individual leadership styles adopted by parent firms during the post-acquisitions period.

Original languageEnglish
Pages (from-to)232-253
Number of pages22
JournalInternational Journal of Human Resource Management
Volume31
Issue number2
Early online date10 Aug 2016
DOIs
Publication statusPublished - 2020

Keywords

  • distributed leadership
  • Emerging economies
  • HR practices
  • mergers and acquisitions
  • organizational ambidexterity
  • PERFORMANCE
  • SHARED LEADERSHIP
  • TRANSFORMATIONAL LEADERSHIP
  • CHARISMATIC LEADERSHIP
  • CHINESE FIRMS
  • SOCIOCULTURAL INTEGRATION
  • MERGERS
  • ACQUISITIONS
  • WORK SYSTEMS
  • HUMAN-RESOURCE MANAGEMENT

ASJC Scopus subject areas

  • Management of Technology and Innovation
  • Organizational Behavior and Human Resource Management
  • Strategy and Management

Fingerprint Dive into the research topics of 'The contingent role of distributed leadership in the relationship between HR practices and organizational ambidexterity in the cross-border M&As of emerging market multinationals'. Together they form a unique fingerprint.

  • Cite this