Top Management Team Heterogeneity and the Performance of Cross-Border M&A

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aut.relation.issue2
aut.relation.journalSage Open
aut.relation.volume13
dc.contributor.authorWu, Y
dc.contributor.authorDing, L
dc.contributor.authorSong, X
dc.contributor.authorChen, J
dc.date.accessioned2023-07-19T03:51:28Z
dc.date.available2023-07-19T03:51:28Z
dc.date.issued2023-06-21
dc.description.abstractIn this paper, we aim to investigate the impact of the top management team (TMT) on the performance of cross-border M&A, using a sample of 270 cross-border M&A events of Chinese listed companies. We find that the heterogeneity of TMT characteristics could affect the performance of cross-border M&A in different ways. More specifically, a higher heterogeneity in gender can improve the M&A performance significantly, while more heterogeneities in tenure and overseas background lead to a significant reduction in long-term and short-term M&A performances, respectively. We believe that our study can contribute to a different perspective for the selection of the executive teams of M&A companies. This, in turn, is conducive to optimizing the structure of the senior management team, and may help companies make better decisions and improve their performance.
dc.identifier.citationSage Open, ISSN: 2158-2440 (Print); 2158-2440 (Online), SAGE Publishing, 13(2). doi: 10.1177/21582440231182649
dc.identifier.doi10.1177/21582440231182649
dc.identifier.issn2158-2440
dc.identifier.issn2158-2440
dc.identifier.urihttp://hdl.handle.net/10292/16431
dc.languageen
dc.publisherSAGE Publishing
dc.relation.urihttps://journals.sagepub.com/doi/10.1177/21582440231182649
dc.rights.accessrightsOpenAccess
dc.rights.urihttps://creativecommons.org/licenses/by/4.0/
dc.subject47 Language, Communication and Culture
dc.subject44 Human Society
dc.subject1302 Curriculum and Pedagogy
dc.subject1608 Sociology
dc.subject1699 Other Studies in Human Society
dc.subject44 Human society
dc.subject47 Language, communication and culture
dc.titleTop Management Team Heterogeneity and the Performance of Cross-Border M&A
dc.typeJournal Article
pubs.elements-id512778
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