| Summary: | 碩士 === 元智大學 === 經營管理碩士班(國際企業學程) === 104 === Although cultural distance is one of the motives for international collaborations to acquire comparable assets and learn the unfamiliar market, it could pose negative impacts on the collaborative performance. Growing attention has been paid to cross-border mergers and acquisitions (M&As), as one of the popular international collaborations, not only because there are stagnant industry developments in the global markets but also firms can benefit from the M&As to consolidate their market shares and achieve organizational renovation. This research therefore aims at exploring the underlying relationship between cultural distance and cross-border M&A deals and identifying the potential key moderators influencing the impact of cultural distance on cross-border M&A deals. Based on the qualitative research methods through in-depth interviews, the research findings indicate that the negative relationship between cultural distance and cross-border M&A deals can be further strengthen by the increased power asymmetry between negotiating partners, yet it may be weakened by the high business relatedness between the partners, prior M&A experienced communication and relationship qualities between the partners. The findings on the one hand contribute to the current international business literature on cultural distance and cross-border M&As, on the other hand, provide managerial implications for firms to better negotiate a M&A deal with the foreign partners.
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