Mao, Di and Rao-Nicholson, Rekha and Zhang, Chenjing and Wang, Yichuan (2024) Leveraging brand-specific transformational leadership as corporate brand identity for M&A performance in an emerging market. Industrial Marketing Management, 120. pp. 15-28. DOI https://doi.org/10.1016/j.indmarman.2024.05.001
Mao, Di and Rao-Nicholson, Rekha and Zhang, Chenjing and Wang, Yichuan (2024) Leveraging brand-specific transformational leadership as corporate brand identity for M&A performance in an emerging market. Industrial Marketing Management, 120. pp. 15-28. DOI https://doi.org/10.1016/j.indmarman.2024.05.001
Mao, Di and Rao-Nicholson, Rekha and Zhang, Chenjing and Wang, Yichuan (2024) Leveraging brand-specific transformational leadership as corporate brand identity for M&A performance in an emerging market. Industrial Marketing Management, 120. pp. 15-28. DOI https://doi.org/10.1016/j.indmarman.2024.05.001
Abstract
As mergers and acquisitions (M&A) increasingly become a staple in emerging markets, understanding the role of leadership in these activities is paramount. Despite the proliferation of research on M&A integration and leadership's impact on performance, there is a notable scarcity of studies that integrate these elements into a unified framework, particularly within non-Western contexts. Addressing this gap, this study constructs and empirically tests a framework that evaluates the influence of brand-specific transformational leadership (TFL) on M&A performance in China. Utilizing a sample of 295 respondents from B2B markets, the research confirms the significant role of brand-specific TFL in enhancing M&A integration. A direct correlation was established between the degree of integration and improved employee satisfaction and engagement, reduced top management team (TMT) turnover, and overall M&A success. However, the speed of integration did not show a significant impact on these outcomes. These findings underscore the critical role of transformational leadership in shaping successful M&A strategies, particularly in emerging markets. The study not only contributes to the theoretical understanding of how specific leadership styles influence M&A outcomes but also offers practical guidance for corporations in emerging economies to design more effective integration strategies by focusing on leadership development and branding alignment.
Item Type: | Article |
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Uncontrolled Keywords: | Brand-specific transformational leadership (TFL); Brand identify; B2B marketing; Emerging economy; M&A performance; M&A integration |
Divisions: | Faculty of Social Sciences Faculty of Social Sciences > Essex Business School |
SWORD Depositor: | Unnamed user with email elements@essex.ac.uk |
Depositing User: | Unnamed user with email elements@essex.ac.uk |
Date Deposited: | 15 Jul 2024 16:02 |
Last Modified: | 30 Oct 2024 21:24 |
URI: | http://repository.essex.ac.uk/id/eprint/38768 |
Available files
Filename: Accepted_Manuscript.pdf
Licence: Creative Commons: Attribution-Noncommercial-No Derivative Works 4.0
Embargo Date: 14 May 2026