{"id":{"repo_id":"ottawa-retro","oai_identifier":"oai:ruor.uottawa.ca:10393/50656"},"canonical_url":"https://search.dev.ndltd.org/etd/ottawa-retro/oai:ruor.uottawa.ca:10393/50656","repository":{"repo_id":"ottawa-retro","name":"University of Ottawa","base_url":"https://ruor.uottawa.ca/server/oai/request"},"display":{"title":"Revisiting the Effect of Cultural Similarities on Mergers & Acquisitions","abstract":"Our research study investigates the relationship between cultural similarities in CSR policies and M&As results. This research builds upon Bereskin et al. (2018) by examining how CSR Strength and CSR Concern dimensions affect M&A occurrence rates, as well as both Cumulative Abnormal Returns (CARs) and post-merger operating performance. The research demonstrates that both CSR similarity dimensions enhance M&A deal success through better negotiation processes and stakeholder trust development. Our results for the CARs tests do not show a significant influence of either firm's CSR Strength or Concern similarity. Post-merger performance shows evidence of positive effects from CSR Concern, yet CSR Strength fails to produce significant effects, which demonstrates complex interactions that affect long-term results. The research demonstrates to practitioners and policymakers that CSR-based cultural alignment creates successful M&A strategies through its presentation of this need. Future research should analyze different CSR aspects with their market-wide effects across various market environments. The research contributes to corporate strategy and CSR knowledge by demonstrating how cultural alignment leads to successful M&As in the current globalized business environment.","abstract_html":"Our research study investigates the relationship between cultural similarities in CSR policies and M&As results. This research builds upon Bereskin et al. (2018) by examining how CSR Strength and CSR Concern dimensions affect M&A occurrence rates, as well as both Cumulative Abnormal Returns (CARs) and post-merger operating performance. The research demonstrates that both CSR similarity dimensions enhance M&A deal success through better negotiation processes and stakeholder trust development. Our results for the CARs tests do not show a significant influence of either firm's CSR Strength or Concern similarity. Post-merger performance shows evidence of positive effects from CSR Concern, yet CSR Strength fails to produce significant effects, which demonstrates complex interactions that affect long-term results. The research demonstrates to practitioners and policymakers that CSR-based cultural alignment creates successful M&A strategies through its presentation of this need. Future research should analyze different CSR aspects with their market-wide effects across various market environments. The research contributes to corporate strategy and CSR knowledge by demonstrating how cultural alignment leads to successful M&As in the current globalized business environment.","abstract_has_math":false,"creators":["Gnanazan, Marc Antoine Tizié"],"institution":"Université d'Ottawa / University of Ottawa","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":["Dutta, Shantanu"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2025,"date_issued":"2025-07-15T14:31:30Z","date_published":"2025-07-15T14:31:30Z","updated_at":"2026-07-24T03:39:40Z","subjects":["M&A","Deal success","CSR Similarity","CSR Concern","CSR Strength","Post-merger performance","M&A likelihood"],"languages":["en"],"rights":["Attribution-NonCommercial-NoDerivatives 4.0 International"],"rights_urls":["http://creativecommons.org/licenses/by-nc-nd/4.0/"],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["https://doi.org/10.20381/ruor-31241"],"render_values":[{"text":"https://doi.org/10.20381/ruor-31241","href":"https://doi.org/10.20381/ruor-31241","code":true}]}]},"links":{"outbound_url":"http://hdl.handle.net/10393/50656","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Dutta, Shantanu"]},{"key":"dc:creator","label":"Author","values":["Gnanazan, Marc Antoine Tizié"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2025-07-15T14:31:30Z","2025-07-15"]},{"key":"dc:publisher","label":"Institution","values":["Université d'Ottawa / University of Ottawa"]},{"key":"dc:type","label":"Dc Type","values":["Thesis"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["M&A","Deal success","CSR Similarity","CSR Concern","CSR Strength","Post-merger performance","M&A likelihood"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["en"]},{"key":"dc:rights","label":"Dc Rights","values":["Attribution-NonCommercial-NoDerivatives 4.0 International","http://creativecommons.org/licenses/by-nc-nd/4.0/"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["http://hdl.handle.net/10393/50656","https://doi.org/10.20381/ruor-31241"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Our research study investigates the relationship between cultural similarities in CSR policies and M&As results. This research builds upon Bereskin et al. (2018) by examining how CSR Strength and CSR Concern dimensions affect M&A occurrence rates, as well as both Cumulative Abnormal Returns (CARs) and post-merger operating performance. The research demonstrates that both CSR similarity dimensions enhance M&A deal success through better negotiation processes and stakeholder trust development. Our results for the CARs tests do not show a significant influence of either firm's CSR Strength or Concern similarity. Post-merger performance shows evidence of positive effects from CSR Concern, yet CSR Strength fails to produce significant effects, which demonstrates complex interactions that affect long-term results. The research demonstrates to practitioners and policymakers that CSR-based cultural alignment creates successful M&A strategies through its presentation of this need. Future research should analyze different CSR aspects with their market-wide effects across various market environments. The research contributes to corporate strategy and CSR knowledge by demonstrating how cultural alignment leads to successful M&As in the current globalized business environment."]},{"key":"dc:format","label":"Dc Format","values":["application/pdf"]},{"key":"dc:title","label":"Title","values":["Revisiting the Effect of Cultural Similarities on Mergers & Acquisitions"]}]}],"canonical_facts":{"dc:contributor":["Dutta, Shantanu"],"dc:creator":["Gnanazan, Marc Antoine Tizié"],"dc:date":["2025-07-15T14:31:30Z","2025-07-15"],"dc:description":["Our research study investigates the relationship between cultural similarities in CSR policies and M&As results. This research builds upon Bereskin et al. (2018) by examining how CSR Strength and CSR Concern dimensions affect M&A occurrence rates, as well as both Cumulative Abnormal Returns (CARs) and post-merger operating performance. The research demonstrates that both CSR similarity dimensions enhance M&A deal success through better negotiation processes and stakeholder trust development. Our results for the CARs tests do not show a significant influence of either firm's CSR Strength or Concern similarity. Post-merger performance shows evidence of positive effects from CSR Concern, yet CSR Strength fails to produce significant effects, which demonstrates complex interactions that affect long-term results. The research demonstrates to practitioners and policymakers that CSR-based cultural alignment creates successful M&A strategies through its presentation of this need. Future research should analyze different CSR aspects with their market-wide effects across various market environments. The research contributes to corporate strategy and CSR knowledge by demonstrating how cultural alignment leads to successful M&As in the current globalized business environment."],"dc:format":["application/pdf"],"dc:identifier":["http://hdl.handle.net/10393/50656","https://doi.org/10.20381/ruor-31241"],"dc:language":["en"],"dc:publisher":["Université d'Ottawa / University of Ottawa"],"dc:rights":["Attribution-NonCommercial-NoDerivatives 4.0 International","http://creativecommons.org/licenses/by-nc-nd/4.0/"],"dc:subject":["M&A","Deal success","CSR Similarity","CSR Concern","CSR Strength","Post-merger performance","M&A likelihood"],"dc:title":["Revisiting the Effect of Cultural Similarities on Mergers & Acquisitions"],"dc:type":["Thesis"]},"updated_at":"2026-07-24T03:39:40Z"}