[雙語翻譯]外文翻譯--語言與跨國并購--一項(xiàng)探索性研究（節(jié)選）

1、4300 英文單詞， 英文單詞，26500 英文字符，中文 英文字符，中文 7700 字文獻(xiàn)出處： 文獻(xiàn)出處：Kedia B L, Reddy R K. Language and cross-border acquisitions: An exploratory study[J]. International Business Review, 2016, 25(6): 1321-1332.Language and cross-bord

2、er acquisitions: An exploratory studyBen L. Kedia, Rama Krishna ReddyABSTRACTThe aim of this study is to examine the effects of language on post-acquisition performance of US based cross-border acquisitions. In this stud

3、y we attempt to show that post-acquisition performance is explained by the linguistic distance between the acquirer and target country of the acquisition. In addition, this study explains the moderating role of acquisiti

4、on experience in the linguistic distance- acquisition performance relationship. An analysis of 1120 US acquisitions in 33 target countries over a period of 6 years (2007 to 2012) demonstrates that linguistic distance has

5、 explanatory value in post- acquisition performance. Our analysis also demonstrates that the acquirer’s cross-border acquisition experience plays a significant role as a moderator of this linguistic distance—acquisition

6、performance relationship. In addition, our analysis of lingua franca proficiency also lends support to our hypothesized relationships and demonstrates the robustness of our findings.Keywords: Language; Linguistic distanc

7、e;Mergers Acquisition performance1. IntroductionCross-border acquisitions are a dominant mode of foreign expansion, increasing in overall value from $99 billion in 1990 to $555 billion in 2011 (UNCTAD, 2012). Despite as

8、sumptions that acquisitions result in higher financial performance and create firm value (Barney, 1988; Datta, 1991; Zollo King, Dalton, Daily, Larsson Hitt et al., 2001), unskilled execution of the acquisition proces

9、s itself (Schuler Larsson Jemison Cartwright Chatterjee, Lubatkin, Schweiger, Datta, 1991; Morosini Stahl Chakrabarti, Mukharjee, Frenkel, 2008; Harzing Henderson, 2005). Research has shown that differences in s

10、ocial identity, social categorization, power disparity and cultural differences breeds dysfunction and frequently breaks teams into sub-groups defined by an ‘us vs. them’ mentality (Cramton Polzer, Crisp, Jarvenpaa, He

11、nderson, 2005). Trust is essential for cooperative behavior among individuals and teams (Mayer, Davis, McAllister, 1995) and the lack of trust among teams or groups severely undermines cooperation. McAllister (1995) sug

12、gested that increased interaction enhances trust and cooperation among teams. To improve communications and interactions the majority of multinationals mandate English as the lingua franca or the common language of busin

13、ess (Bono & Vey, 2005). However, evidence suggests that even when there is corporate mandated lingua franca, non-native speakers tend to distrust native speakers, suspecting that they would deceive them using their s