Managerial Biases in Mergers and Acquisitions

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.