Hostname: page-component-848d4c4894-75dct Total loading time: 0 Render date: 2024-05-14T18:25:46.725Z Has data issue: false hasContentIssue false

The Effect of Cultural Similarity on Mergers and Acquisitions: Evidence from Corporate Social Responsibility

Published online by Cambridge University Press:  22 August 2018

Abstract

We study the effect of corporate cultural similarity on merger decisions and outcomes. Using the similarity in firms’ corporate social responsibility characteristics to proxy for cultural similarity, we find that culturally similar firms are more likely to merge. Moreover, these mergers are associated with greater synergies, superior long-run operating performance, and fewer write-offs of goodwill. Our evidence is consistent with the notion that cultural similarity eases post-deal integration. Our results contribute to the literature on the determinants of merger success, provide new evidence on the impact of corporate culture, and offer a new approach to defining firms’ cultural similarity.

Type
Research Article
Copyright
Copyright © Michael G. Foster School of Business, University of Washington 2018 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Footnotes

1

For insightful comments on this article we are indebted to Tom Bates, David Becher, Harry DeAngelo, Jarrad Harford (the editor), Gerard Hoberg, Po-Hsuan Hsu, Simi Kedia, Michelle Lowry, Alexander Wagner, Ralph Walkling (the referee), Huan Yang, and seminar participants at the 2016 European Center for Corporate Control Studies corporate control and governance workshop, the 2017 Financial Management Association Meeting, the 2016 Southern Finance Association Annual Meeting, National Taiwan University, the Norwegian School of Economics, the University of Amsterdam, the University of Central Florida, the University of Delaware, the University of Houston, the University of Ottawa, Washington State University, and Yuan Ze University. Bereskin acknowledges support from the University of Delaware General University Research fund; this article was developed in part when Bereskin was at Drexel University and the University of Delaware.

References

Ahern, K. R.; Daminelli, D.; and Fracassi, C.. “Lost in Translation? The Effect of Cultural Values on Mergers around the World.” Journal of Financial Economics, 117 (2015), 165189.Google Scholar
Ahern, K. R., and Harford, J.. “The Importance of Industry Links in Merger Waves.” Journal of Finance, 69 (2014), 527576.Google Scholar
Akerlof, G., and Kranton, R.. “Identity and the Economics of Organizations.” Journal of Economic Perspectives, 19 (2005), 932.Google Scholar
Aktas, N.; Bodt, E. D.; and Cousin, J.-G.. “Do Financial Markets Care about SRI? Evidence from Mergers and Acquisitions.” Journal of Banking and Finance, 35 (2011), 17531761.Google Scholar
Alexandridis, G.; Hoepner, A. G. F.; Huang, Z.; and Oikonomou, I.. “The Impact of Corporate Cultural Distance on Mergers and Acquisitions.” Working Paper, University of Reading (2016).Google Scholar
Andrade, G.; Mitchell, M.; and Stafford, E.. “New Evidence and Perspectives on Mergers.” Journal of Economic Perspectives, 15 (2001), 103120.Google Scholar
AT&T. “AT&T 2006 Social Responsibility Report.” Available at http://about.att.com/content/dam/csr/PDFs/2006-330938_ATTcsr_0623.pdf(2006).Google Scholar
Audi, R.; Loughran, T.; and McDonald, B.. “Trust but Verify: MD&A Language and the Role of Trust in Corporate Culture.” Journal of Business Ethics, 139 (2015), 551561.Google Scholar
Azoulay, P.; Graff Zivin, J.; and Wang, J.. “Superstar Extinction.” Quarterly Journal of Economics, 125 (2010), 549589.Google Scholar
Bae, K.-H.; Kang, J.-K.; and Wang, J.. “Employee Treatment and Firm Leverage: A Test of the Stakeholder Theory of Capital Structure.” Journal of Financial Economics, 100 (2011), 130153.Google Scholar
Balsmeier, B.; Fleming, L.; and Manso, G.. “Independent Boards and Innovation.” Journal of Financial Economics, 123 (2017), 536557.Google Scholar
Barrios, J. M. Jr.; Fasan, M.; and Nanda, D.. “Is Corporate Social Responsibility an Agency Problem? Evidence from CEO Turnovers.” Working Paper, University of Chicago (2014).Google Scholar
Bena, J., and Li, K.. “Corporate Innovations and Mergers and Acquisitions.” Journal of Finance, 69 (2014), 19231960.Google Scholar
Benabou, R., and Tirole, J.. “Individual and Corporate Social Responsibility.” Economica, 77 (2010), 119.Google Scholar
Blackwell, M.; Iacus, S.; King, G.; and Porro, G.. “CEM: Coarsened Exact Matching in Stata.” Stata Journal, 9 (2011), 524546.Google Scholar
Bloom, N.; Schankerman, M.; and Van Reenen, J.. “Identifying Technology Spillovers and Product Market Rivalry.” Econometrica, 81 (2013), 13471393.Google Scholar
Bouwman, C. H. S.The Role of Corporate Culture in Mergers & Acquisitions.” In Mergers and Acquisitions: Practices, Performance and Perspectives, Perrault, E., ed. Hauppauge, NY: Nova Science Publishers (2013).Google Scholar
Bradley, M.; Desai, A.; and Kim, E. H.. “Synergistic Gains from Corporate Acquisitions and Their Division between the Stockholders of Target and Acquiring Firms.” Journal of Financial Economics, 21 (1988), 340.Google Scholar
Cartwright, S., and Cooper, C. L.. “The Role of Culture Compatibility in Successful Organizational Marriage.” Academy of Management Executive, 7 (1993), 5770.Google Scholar
Chain Drug Review. “Employees Make Merger Work.” Apr. 28 (2008), 100.Google Scholar
Chatterjee, S.; Lubatkin, M. H.; Schweiger, D. M.; and Weber, Y.. “Cultural Differences and Shareholder Value in Related Mergers: Linking Equity and Human Capital.” Strategic Management Journal, 13 (1992), 319334.Google Scholar
Chatterji, A. K.; Levine, D. I.; and Toffel, M. W.. “How Well Do Social Ratings Actually Measure Corporate Social Responsibility?Journal of Economics and Management Strategy, 18 (2009), 125169.Google Scholar
Cheng, I.-H.; Hong, H.; and Shue, K.. “Do Managers Do Good with Other People’s Money?” Working Paper, Dartmouth College, Columbia University, and University of Chicago (2016).Google Scholar
Chevron. “Chevron Enhances Growth Strategies with Unocal Merger.” Press Release, Aug. 10 (2005).Google Scholar
Cremer, J.Corporate Culture and Shared Knowledge.” Industrial and Corporate Change, 2 (1993), 351386.Google Scholar
CVS Caremark. “2007 Corporate Social Responsibility Report.” Available at https://cvshealth.com/sites/default/files/2007-csr-report.pdf(2008).Google Scholar
Datta, D. K.Organizational Fit and Acquisition Performance: Effects of Post-Acquisition Integration.” Strategic Management Journal, 12 (1991), 281297.Google Scholar
Dealbook. “How the AOL-Time Warner Deal Went Wrong.” Available at http://dealbook.nytimes.com/2010/01/11/how-the-aol-time-warner-deal-went-wrong/, Jan. 11 (2010).Google Scholar
Deng, X.; Kang, J.-K.; and Low, B. S.. “Corporate Social Responsibility and Stakeholder Value Maximization: Evidence from Mergers.” Journal of Financial Economics, 110 (2013), 87109.Google Scholar
Edmans, A.Does the Stock Market Fully Value Intangibles? Employee Satisfaction and Equity Prices.” Journal of Financial Economics, 101 (2011), 621640.Google Scholar
Edmans, A.; Li, L.; and Zhang, C.. “Employee Satisfaction, Labor Market Flexibility, and Stock Returns around the World.” Working Paper, London Business School (2017).Google Scholar
Engert, O.; Gandhi, N.; Schaninger, W.; and So, J.. “Assessing Cultural Compatibility: A McKinsey Perspective on Getting Practical about Culture in M&A.” McKinsey & Company Report (2010).Google Scholar
Fan, J. P. H., and Goyal, V. K.. “On the Patterns and Wealth Effects of Vertical Mergers.” Journal of Business, 79 (2006), 877902.Google Scholar
Feldman, E. R.; Amit, R.; and Villalonga, B.. “Corporate Divestitures and Family Control.” Strategic Management Journal, 37 (2014), 429446.Google Scholar
Feldman, M. L., and Spratt, M. F.. Five Frogs on a Log: A CEO’s Field Guide to Accelerating the Transition in Mergers, Acquisitions, and Gut Wrenching Change. Chichester, UK: Wiley (2001).Google Scholar
Finkelstein, S.“The DaimlerChrysler Merger.” Case Study 1-0071, Tuck School of Business (2002).Google Scholar
Frijns, B.; Gilbert, A.; Lehnert, T.; and Tourani-Rad, A.. “Uncertainty Avoidance, Risk Tolerance and Corporate Takeover Decisions.” Journal of Banking and Finance, 37 (2013), 24572471.Google Scholar
Gao, F.; Lisic, L. L.; and Zhang, I. X.. “Commitment to Social Good and Insider Trading.” Journal of Accounting and Economics, 57 (2014), 149175.Google Scholar
Garfinkel, J. A., and Hankins, K. W.. “The Role of Risk Management in Mergers and Merger Waves.” Journal of Financial Economics, 101 (2011), 515532.Google Scholar
Gompers, P.; Ishii, J.; and Metrick, A.. “Corporate Governance and Equity Prices.” Quarterly Journal of Economics, 118 (2003), 107155.Google Scholar
Graham, J. R.; Harvey, C. R.; Popadak, J.; and Rajgopal, S.. “Corporate Culture: Evidence from the Field.” Working Paper, Duke University (2015).Google Scholar
Gu, F., and Lev, B.. “Overpriced Shares, Ill-Advised Acquisitions, and Goodwill Impairment.” Accounting Review, 86 (2011), 19952022.Google Scholar
Guiso, L.; Sapienza, P.; and Zingales, L.. “Does Culture Affect Economic Outcomes?Journal of Economic Perspectives, 20 (2006), 2348.Google Scholar
Harford, J.What Drives Merger Waves?Journal of Financial Economics, 77 (2005), 529560.Google Scholar
Harford, J.; Humphery-Jenner, M.; and Powell, R.. “The Sources of Value Destruction in Acquisitions by Entrenched Managers.” Journal of Financial Economics, 106 (2012), 247261.Google Scholar
Harford, J.; Jenter, D.; and Li, K.. “International Cross-Holdings and Their Effect on Acquisition Decisions.” Journal of Financial Economics, 99 (2011), 2739.Google Scholar
Healy, P. M.; Palepu, K. G.; and Ruback, R. S.. “Does Corporate Performance Improve after Mergers?Journal of Financial Economics, 31 (1992), 135175.Google Scholar
Hoberg, G., and Phillips, G.. “Product Market Synergies and Competition in Mergers and Acquisitions: A Text-Based Analysis.” Review of Financial Studies, 23 (2010), 37733811.Google Scholar
Hoberg, G., and Phillips, G.. “Product Integration and Merger Success.” Working Paper, University of Southern California and Tuck School at Dartmouth (2017).Google Scholar
Hoi, C. K.; Wu, Q.; and Zhang, H.. “Is Corporate Social Responsibility (CSR) Associated with Tax Avoidance? Evidence from Irresponsible CSR Activities.” Accounting Review, 88 (2013), 20252059.Google Scholar
Hong, H. G.; Kubik, J. D.; and Scheinkman, J. A.. “Financial Constraints on Corporate Goodness.” Working Paper, Columbia University and Syracuse University (2011).Google Scholar
Hutton, I.; Jiang, D.; and Kumar, A.. “Corporate Policies of Republican Managers.” Journal of Financial and Quantitative Analysis, 49 (2014), 12791310.Google Scholar
Iacus, S. M.; King, G.; and Porro, G.. “Multivariate Matching Methods That Are Monotonic Imbalance Bounding.” Journal of the American Statistical Association, 106 (2011), 345361.Google Scholar
Ishii, J., and Xuan, Y.. “Acquirer-Target Social Ties and Merger Outcomes.” Journal of Financial Economics, 112 (2014), 344363.Google Scholar
Jaffe, A. B.“Technological Opportunity and Spillovers of R&D: Evidence from Firms’ Patents, Profits and Market Value.” NBER Working Paper No. 1815 (1986).Google Scholar
Karolyi, G. A.The Gravity of Culture for Finance.” Journal of Corporate Finance, 41 (2016), 610625.Google Scholar
King, G., and Nielsen, R.. “Why Propensity Scores Should Not Be Used for Matching.” Working Paper, Harvard University and MIT (2016).Google Scholar
Kreps, D.Corporate Culture and Economic Theory, Perspectives on Positive Political Economy.” In Perspectives on Positive Political Economy, Alt, J. E. and Shepsle, K. A., eds. Cambridge, UK: Cambridge University Press (1990).Google Scholar
Lazear, E. P.Corporate Culture and Diffusion of Values.” In Trends in Business Organization: Do Participation and Cooperation Increase Competitiveness? Siebert, H., ed. Heidelberg, Germany: J.C.B. Mohr (1995).Google Scholar
Lin, C.; Officer, M. S.; and Shen, B.. “Managerial Risk-Taking Incentives and Merger Decisions.” Journal of Financial and Quantitative Analysis, 53 (2018), 643680.Google Scholar
Loughran, T., and Ritter, J.. “Why Has IPO Underpricing Changed over Time?Financial Management, 33 (2004), 537.Google Scholar
Lu, W.“Corporate Cultural Spillover and Synergistic Gains: Evidence from Mergers and Acquisitions.” Working Paper, Wuhan University (2014).Google Scholar
Maksimovic, V.; Phillips, G.; and Prabhala, N. R.. “Post-Merger Restructuring and the Boundaries of the Firm.” Journal of Financial Economics, 102 (2011), 317343.Google Scholar
Margolis, J. D.; Elfenbein, H. A.; and Walsh, J. P.. “Does It Pay to Be Good … and Does It Matter? A Meta-Analysis of the Relationship between Corporate Social and Financial Performance.” Working Paper, Harvard University, Washington University in St. Louis, and University of Michigan (2009).Google Scholar
McGee, T.; Thomas, T.; and Thomson, R.. “Integration Report 2015: Putting the Pieces Together.” Deloitte Report, available at https://www2.deloitte.com/content/dam/Deloitte/no/Documents/mergers-acqisitions/integration-report-2015.pdf (2015).Google Scholar
McMains, A.Omnicom Says Cultural Differences with Publicis Were Significant.” Adweek (2014).Google Scholar
McWilliams, A., and Siegel, D.. “Corporate Social Responsibility: A Theory of the Firm Perspective.” Academy of Management Review, 25 (2001), 117127.Google Scholar
Meier, J.-M. A., and Servaes, H.. “The Bright Side of Fire Sales.” Working Paper, London Business School (2015).Google Scholar
Morck, R.; Shleifer, A.; and Vishny, R. W.. “Do Managerial Objectives Drive Bad Acquisitions?Journal of Finance, 45 (1990), 3148.Google Scholar
MSCI Inc. “MSCI ESG Indexes: The Combination of MSCI’s Leading Index and ESG Research Expertise.” Available at https://www.msci.com/documents/1296102/1362201/ESG_FactSheet-May-2018.pdf/0e501d4b-59a6-bc5b-fc7d-de29dcc80a1f(2017).Google Scholar
Officer, M. S.Termination Fees in Mergers and Acquisitions.” Journal of Financial Economics, 69 (2003), 431467.Google Scholar
PricewaterhouseCoopers. “CSR Trends 2010.” Available at https://www.pwc.com/ca/en/sustainability/publications/csr-trends-2010-09.pdf(2010).Google Scholar
Rhodes-Kropf, M., and Robinson, D.. “The Market for Mergers and the Boundaries of the Firm.” Journal of Finance, 63 (2008), 11701211.Google Scholar
Rhodes-Kropf, M., and Viswanathan, S.. “Market Valuation and Merger Waves.” Journal of Finance, 59 (2004), 26852718.Google Scholar
Sarala, R. M.; Junni, P.; Cooper, C. L.; and Tarba, S. Y.. “A Sociocultural Perspective on Knowledge Transfer in Mergers and Acquisitions.” Journal of Management, 42 (2016), 12301249.Google Scholar
Savor, P. G., and Lu, Q.. “Do Stock Mergers Create Value for Acquirers?Journal of Finance, 64 (2009), 10611097.Google Scholar
Schein, E. Organizational Culture and Leadership. San Francisco, CA: Jossey-Bass (1985).Google Scholar
Schein, L. Managing Culture in Mergers and Acquisitions. New York, NY: The Conference Board (2001).Google Scholar
Seru, A.Firm Boundaries Matter: Evidence from Conglomerates and R&D Activity.” Journal of Financial Economics, 111 (2014), 381405.Google Scholar
Shenkar, O.Cultural Distance Revisited: Towards a More Rigorous Conceptualization and Measurement of Cultural Differences.” Journal of International Business Studies, 32 (2001), 519535.Google Scholar
Shleifer, A., and Vishny, R.. “Stock Market Driven Acquisitions.” Journal of Financial Economics, 70 (2003), 295311.Google Scholar
Stahl, G. K., and Voigt, A.. “Do Cultural Differences Matter in Mergers and Acquisitions? A Tentative Model and Examination.” Organization Science, 19 (2008), 160176.Google Scholar
Tremblay, A.“Cultural Differences, Synergies and Mergers and Acquisitions.” Working Paper, York University (2017).Google Scholar
Van den Steen, E.Culture Clash: The Costs and Benefits of Homogeneity.” Management Science, 56 (2010a), 17181738.Google Scholar
Van den Steen, E.On the Origin of Shared Beliefs (and Corporate Culture).” RAND Journal of Economics, 41 (2010b), 617648.Google Scholar
Wang, C., and Xie, F.. “Corporate Governance Transfer and Synergistic Gains from Mergers and Acquisitions.” Review of Financial Studies, 22 (2009), 829858.Google Scholar
Weber, Y.Corporate Cultural Fit and Performance in Mergers and Acquisitions.” Human Relations, 49 (1996), 11811202.Google Scholar
Zingales, L.The ‘Cultural Revolution’ in Finance.” Journal of Financial Economics, 117 (2015), 14.Google Scholar