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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

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

Authors

Rekha Rao-Nicholson

Zaheer Khan

Pervaiz Akhtar

Shlomo Y. Tarba



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.

Journal Article Type Article
Publication Date Aug 10, 2016
Journal International journal of human resource management
Print ISSN 0958-5192
Electronic ISSN 1466-4399
Publisher Taylor & Francis (Routledge)
Peer Reviewed Peer Reviewed
APA6 Citation Rao-Nicholson, R., Khan, Z., Akhtar, P., & Tarba, S. Y. (2016). 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. The international journal of human resource management, https://doi.org/10.1080/09585192.2016.1216882
DOI https://doi.org/10.1080/09585192.2016.1216882
Keywords Emerging economies; HR practices; Organizational ambidexterity; Mergers and acquisitions; Distributed leadership
Publisher URL http://www.tandfonline.com/doi/full/10.1080/09585192.2016.1216882
Copyright Statement ©2018 University of Hull
Additional Information This is an Accepted Manuscript of an article published by Taylor & Francis in International journal of human resource management on 10/08/2016, available online: http://wwww.tandfonline...0/09585192.2016.1216882

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