The role of emotions in cross-border mergers & acquisitions: A systematic review of the inter-disciplinary literature and future research agenda

Zahoor, N., Khan, Z. and Sinkovics, R. R. (2022) The role of emotions in cross-border mergers & acquisitions: A systematic review of the inter-disciplinary literature and future research agenda. Journal of International Management, 28(4), 100958. (doi: 10.1016/j.intman.2022.100958)

Abstract

Cross-border mergers and acquisitions (M & As) are highly emotional events for the employees of involved organizations. The strength and directionality of emotional reactions can result in positive or negative employee outcomes contributing to success or failure of cross-border M & As. Existing studies on emotions and cross-border M & As have identified various underlying mechanisms and factors that influence employee emotions in cross-border M & A activities, leading to a fragmentation of current research on this topic. In this article, we systematically review the interdisciplinary literature on the role played by emotions in cross-border M & As by analyzing a sample of 78 articles published between 2000 and 2021. We contribute to the current literature by (1) providing a holistic and deeper understanding of the role played by emotions in cross-border M & As; (2) mapping the current state of the interdisciplinary literature on emotions and cross-border M & As; and (3) developing a multi-level framework, and identifying key theories and emerging themes to be examined in future studies.

• Item Type: Articles
• Status: Published
• Refereed: Yes
• Glasgow Author(s) Enlighten ID: Sinkovics, Professor Rudolf
• Authors: Zahoor, N., Khan, Z., and Sinkovics, R. R.
• College/School: College of Social Sciences > Adam Smith Business School > Management
• Journal Name: Journal of International Management
• Publisher: Elsevier
• ISSN: 1075-4253
• ISSN (Online): 1873-0620
• Published Online: 18 May 2022
• Copyright Holders: Copyright © 2022 The Author(s)
• First Published: First published in Journal of International Management 28(4): 100958
• Publisher Policy: Reproduced under a Creative Commons licence