Diaspora Networks in Cross-Border Mergers and Acquisitions

  • William Y. DegbeyEmail author
  • Kimberly M. Ellis
Part of the Contributions to Management Science book series (MANAGEMENT SC.)


This chapter conceptually explores how diaspora networks influence cross-border M&As in Africa. It seeks to build on both network and resource-based perspectives, and makes contribution by developing a conceptual model and testable propositions that draw explicitly on the concept of diaspora networks to inform both scholarly and practitioner research on African cross-border M&A performance. The model shows how diasporic ties of the acquiring firm senior leaders may influence outcomes associated with African cross-border M&As. Additionally, three main variables—diaspora’s time spent outside Africa, tribal ties with government officials and target firm owners/managers and shared colonial heritage—are proposed to moderate the effects of diaspora networks on post-M&A performance. Finally, implications for practice and further studies are also discussed.


Africa Cross-border Diaspora networks Mergers and acquisitions 


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© Springer International Publishing AG, part of Springer Nature 2019

Authors and Affiliations

  1. 1.Department of Marketing and International Business, Turku School of EconomicsUniversity of TurkuTurkuFinland
  2. 2.College of BusinessFlorida Atlantic UniversityBoca RatonUSA

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