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Managerial Biases in Mergers and Acquisitions

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Innovation and Capacity Building

Abstract

Scholars have advanced the importance of a learning perspective on cultural integration in mergers and acquisitions. Yet the conflicting results in research in this field require a systematic approach to understand the learning mechanisms at work. This chapter examines tendencies to managerial bias in mergers and acquisitions. It explores whether perceptions of success increase the tendency to attribute success to management actions and whether experience of failure leads to increasing attributions to cultural differences. Finally, it provides ideas for future research and lays out practical implications for managers.

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Author information

Authors and Affiliations

  1. School of Business Administration, College of Management, Rishon Lezion, Israel

    Yaakov Weber

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  1. Yaakov Weber
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Correspondence to Yaakov Weber .

Editor information

Editors and Affiliations

  1. School of Business, University of Nicosia, Nicosia, Cyprus

    Demetris Vrontis

  2. School of Business Administration, College of Management, Rishon Lezion, Israel

    Yaakov Weber

  3. School of Business, University of Nicosia, Nicosia, Cyprus

    Alkis Thrassou

  4. Ural Federal University, Yekaterinburg, Russia

    S. M. Riad Shams

  5. Department of Accounting and Finance, University of Applied Sciences Crete (T.E.I. of Crete), Heraklion, Crete, Greece

    Evangelos Tsoukatos

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Weber, Y. (2018). Managerial Biases in Mergers and Acquisitions. In: Vrontis, D., Weber, Y., Thrassou, A., Shams, S., Tsoukatos, E. (eds) Innovation and Capacity Building. Palgrave Studies in Cross-disciplinary Business Research, In Association with EuroMed Academy of Business. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-90945-5_13

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