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Using comprehensive panel data on Chinese acquisitions in Germany in the time period from 2007 to 2016, this thesis investigates the effects of the acquisition on target firm performance and concentrates on some critical issues regarding target top management team turnover and target firm performance as well as acquirer technological capability and target innovation performance. More specifically, the thesis focuses on the following questions: (1) How do acquisitions by emerging-market firms in developed markets influence target post-acquisition firm performance? (2) Do target top management team turnover or target chief executive officer (CEO) turnover have an effect on target post-acquisition firm performance in case of emerging-market acquisitions in developed markets and what is the moderating role of appointing an acquiring firm´s manager as target CEO? (3) How does the acquirer’s technological capability relate to target post-acquisition innovation performance in case of emerging-market acquisitions in developed markets and does prior international acquisition experience of the acquiring firm play a moderating role in this relationship? The theory and findings contribute to the existing literature on emerging-market firms and their investments in developed-market firms and offer some managerial guidelines in managing target post-acquisition success.
Essays in cryptocurrency
(2021)
Maltfabrikken
(2021)
This paper proposes a method for deriving the joint asymptotic distribution of sample proportions when the population and sample size increase jointly to infinity. The joint distribution of the sample proportions is derived by reducing the multi- variate to a univariate problem and applying the Cramer-Wold device. Knowing the asymptotic distribution we are in a position to conduct inference on linear or non-linear functions of the population proportions such as a ratio or the log-odds. We motivate and develop our method by means of a topical epidemiological application, namely the infection fatality rate of a virus such as SARS-CoV-2. We demonstrate that our method can be extended to more general settings of interest.
Inspire but don't interfere
(2021)
Managers play a pivotal role in the innovation process; yet, the mechanisms through which managers enhance or undermine innovation are not well understood. Drawing upon self-concordance theory, we argue that managers can augment employees’ self-concordance—defined as the congruence of goals and actions with inner values and preferences—through transformational behavior and thereby contribute to innovation. However, transformational behavior is closely coupled to another form of influence, namely process management, the attempt to directly manage innovation-related activities. This form of managerial influence reduces employees’ self-concordance and thereby undermines innovation. We test our conceptual model in a sample of 188 innovation projects using a contextualized method that asked employees to assess their self-concordance and their managers’ behavior during each project. Managers evaluated for each project the innovativeness of the outcome. Multi-level path-analysis provided support for our hypotheses. We discuss future research implications to disentangle innovation-facilitating and innovation-undermining facets of managerial influence.
What is it that actuates a person to really engage with their work instead of simply going through the motions? Through what means can an individual become involved and immersed in their appointed task? A textbook definition of motivation proposes it to be the sum of ‘the processes that account for an individual’s intensity, direction, and persistence of effort towards attaining a goal’ (Robbins & Judge, 2015), and adjudges it as a ‘psychological process resulting from the interaction between the individual and the environment’ (Latham & Pinder, 2005). Since the 1940s a succession of theories has interrogated the interaction of the various needs and values of the individual with those of the organisation, with a theoretical cleft lying about the origin of the motivation, hypothesised as springing from an external or from an internal source (Ryan & Deci, 2000a), with external motivation arising from incidentals associated with but outside the work itself while internal motivation emerges from the enjoyment that the worker derives from the task. A third very important type of motivation, prosocial motivation, taps into the desire to protect and care for others (Grant & Berg, 2011). However, one particular class of influential values that have the potential to motivate has hitherto been ignored: that of one’s religious beliefs. This is especially puzzling as religiosity or religiousness has experienced a recent surge, especially during the past decade. For example, in 2014 around 41% religiously affiliated American adults affirmed that they rely mainly on their religion’s tenets to guide them morally, a startling increase from the 34% who answered accordingly in 2007 (Pew Research Center, 2015). Closely associated with and reinforcing this motivational source is a second unexplored possible wellspring of motivation: one’s sense of chosenness in the religious sense. Present mainly in the Abrahamic religions (Judaism, Christianity, and Islam), chosenness is the feeling that one has been selected, or elected by a supernatural entity, often for a specific reason or a special mission.