[雙語翻譯]外文翻譯--語言與跨國并購--一項探索性研究（英文）

1、Language and cross-border acquisitions: An exploratory studyBen L. Kedia, Rama Krishna Reddy*Wang Center for International Business, The University of Memphis, Fogelman Executive Center, 330 Innovation Dr. 220, Memphis,

2、TN 38152, United StatesA R T I C L E I N F OArticle history:Received 10 February 2015Received in revised form 2 March 2016Accepted 6 April 2016Available online 11 May 2016Keywords:LanguageLinguistic distanceMergers Dat

3、ta, 1991; Zollo King, Dalton, Daily, Larsson Hitt et al., 2001), unskilled execution of the acquisition process itself (Schuler Larsson Jemison Cartwright Chatterjee, Lubatkin, Schweiger, Datta, 1991; Morosini St

4、ahl Chakrabarti, Mukharjee, Shenkar, 2001). Despite this call, theoretical and empirical inconsistencies of culture distance research continue to accumulate, and researchers remain highly dependent on culture distance

5、to explain internationaliza- tion and other cross-border phenomena. Given this dominant focus on the umbrella concept of culture distance, researchers have virtually ignored the singular impor- tance of language differen

6、ces, which is the first factor of Johanson and Vahlne (1977) ‘psychic distance’ concept. The psychic distance construct includes language, culture, political systems, level of education and level of industrial developmen

7、t. The past failure of* Corresponding author.E-mail addresses: Bkedia@memphis.edu (B.L. Kedia), Rreddy1@memphis.edu,mrkreddy82@gmail.com (R.K. Reddy).http://dx.doi.org/10.1016/j.ibusrev.2016.04.0040969-5931/ã 2016 P

8、ublished by Elsevier Ltd.International Business Review 25 (2016) 1321–1332Contents lists available at ScienceDirectInternational Business Reviewjournal homepa ge: www.elsev ier.com/locate/ibusreva crucial and fundamental

9、 part of articulation within knowledge transfer. Articulation allows tacit knowledge to be transformed into an explicitly absorbable form for the receiving party (Carlile, 2004; Welch Larsson Cording et al., 2008). The

10、 effectiveness of integration efforts becomes even more important when acquis- itions span international boundaries (Haspeslagh Larsson Blake Stahl Frenkel, 2008; Harzing & Feely, 2008). To establish shared ident

11、ity, employees need to internalize a new common identity (Ashforth, 1985). Socialization has a directFig. 1. Hypothesized influence of language difference on integration process and acquisition performance.B.L. Kedia, R.