Managing legitimacy in a cross-border post-merger integration context: the role of language strategies

Figures & data

Figure 1. Typical integration options in M&As.

Figure 2. A framework of language strategies for managing legitimacy in a PMI context adapted from Figure 2 in Malik and Bebenroth (2018).

Table 1. Non-English speaking country M&As: possible language strategies.

Acquiring firm/bidder firm	Acquired firm non-bidder firm	PMI type	Official language	M&A common language-instrumental use	Conversational use	HRM policy
Swedish	Finnish	Absorptive preservation symbiotic	English	English	Both Swedish and Finnish (in group)	English language proficiency and technical competence.
German	Indian	Absorptive symbiotic	German English	English	English	Technical competence
Japan	Thai	Absorptive	Japanese English	English	Japanese Thai (in group) English (between groups)	Language proficiency for managerial roles
Chinese	Kenyan	Absorptive	Mandarin English	English	English Swahili Mandarin	Foreign language proficiency
French	Japan	Symbiotic	English	French, English, and Japanese	French and Japanese	Technical competence and bi-lingual skills
Saudi Arabia	French	Absorptive preservation	English	Arabic, French, and English	Arabic and French	Technical competence and multilingual skills

Malik, A., & Bebenroth, R. (2018). Mind your language!: Role of language in strategic partnerships and post-merger integration. Journal of Global Operations and Strategic Sourcing, 11(2), 202–223. https://doi.org/10.1108/JGOSS-05-2017-0011

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Data availability statement

The data (journal articles and book extracts) that support the findings of this study are available from the corresponding author upon reasonable request.