Experience of Canadian and Chinese Acquisitions in Kazakhstan

Dana Minbaeva, Maral Muratbekova-Touron

    Research output: Contribution to journalJournal articleResearchpeer-review

    Abstract

    Our intention is to explore and describe the nature and the role of social integration mechanisms that moderate relationships between cultural distance and social integration. We followed one company, currently named KazOil, over 10 years and during two consecutive acquisitions by very different MNCs (Hurricane and CNPC) from two different national cultures (Canada and China, respectively). We found differences in the levels of post-acquisition social integration of the two acquisitions. Surprisingly, a more culturally distant MNC from a national culture perspective was more successful in achieving post-acquisition social integration than a culturally close one. We ascribe this to the fact that although both acquirers made extensive use of both formal and informal social integration mechanisms, they favored different types. We also specify other contextual variables which may explain the above findings.
    Original languageEnglish
    JournalInternational Journal of Human Resource Management
    Volume22
    Issue number14
    Pages (from-to)2946-2964
    ISSN0958-5192
    DOIs
    Publication statusPublished - 2011

    Keywords

    • Canada
    • Social Integration
    • Kazakhstan
    • Consecutive Acquisition
    • China

    Cite this

    @article{94908238991b41268d47e131ad452586,
    title = "Experience of Canadian and Chinese Acquisitions in Kazakhstan",
    abstract = "Our intention is to explore and describe the nature and the role of social integration mechanisms that moderate relationships between cultural distance and social integration. We followed one company, currently named KazOil, over 10 years and during two consecutive acquisitions by very different MNCs (Hurricane and CNPC) from two different national cultures (Canada and China, respectively). We found differences in the levels of post-acquisition social integration of the two acquisitions. Surprisingly, a more culturally distant MNC from a national culture perspective was more successful in achieving post-acquisition social integration than a culturally close one. We ascribe this to the fact that although both acquirers made extensive use of both formal and informal social integration mechanisms, they favored different types. We also specify other contextual variables which may explain the above findings.",
    keywords = "Canada, Social Integration, Kazakhstan, Consecutive Acquisition, China",
    author = "Dana Minbaeva and Maral Muratbekova-Touron",
    year = "2011",
    doi = "10.1080/09585192.2011.606120",
    language = "English",
    volume = "22",
    pages = "2946--2964",
    journal = "International Journal of Human Resource Management",
    issn = "0958-5192",
    publisher = "Taylor & Francis Online",
    number = "14",

    }

    Experience of Canadian and Chinese Acquisitions in Kazakhstan. / Minbaeva, Dana; Muratbekova-Touron, Maral.

    In: International Journal of Human Resource Management, Vol. 22, No. 14, 2011, p. 2946-2964.

    Research output: Contribution to journalJournal articleResearchpeer-review

    TY - JOUR

    T1 - Experience of Canadian and Chinese Acquisitions in Kazakhstan

    AU - Minbaeva, Dana

    AU - Muratbekova-Touron, Maral

    PY - 2011

    Y1 - 2011

    N2 - Our intention is to explore and describe the nature and the role of social integration mechanisms that moderate relationships between cultural distance and social integration. We followed one company, currently named KazOil, over 10 years and during two consecutive acquisitions by very different MNCs (Hurricane and CNPC) from two different national cultures (Canada and China, respectively). We found differences in the levels of post-acquisition social integration of the two acquisitions. Surprisingly, a more culturally distant MNC from a national culture perspective was more successful in achieving post-acquisition social integration than a culturally close one. We ascribe this to the fact that although both acquirers made extensive use of both formal and informal social integration mechanisms, they favored different types. We also specify other contextual variables which may explain the above findings.

    AB - Our intention is to explore and describe the nature and the role of social integration mechanisms that moderate relationships between cultural distance and social integration. We followed one company, currently named KazOil, over 10 years and during two consecutive acquisitions by very different MNCs (Hurricane and CNPC) from two different national cultures (Canada and China, respectively). We found differences in the levels of post-acquisition social integration of the two acquisitions. Surprisingly, a more culturally distant MNC from a national culture perspective was more successful in achieving post-acquisition social integration than a culturally close one. We ascribe this to the fact that although both acquirers made extensive use of both formal and informal social integration mechanisms, they favored different types. We also specify other contextual variables which may explain the above findings.

    KW - Canada

    KW - Social Integration

    KW - Kazakhstan

    KW - Consecutive Acquisition

    KW - China

    U2 - 10.1080/09585192.2011.606120

    DO - 10.1080/09585192.2011.606120

    M3 - Journal article

    VL - 22

    SP - 2946

    EP - 2964

    JO - International Journal of Human Resource Management

    JF - International Journal of Human Resource Management

    SN - 0958-5192

    IS - 14

    ER -