What’s in a name? Cross-national distances and subsidiary’s corporate visual identity change in emerging-market firms’ cross-border acquisitions

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dc.contributor.authorLiou, Ru-Shiun
dc.contributor.authorRao-Nicholson, Rekha
dc.contributor.authorSarpong, David
dc.date.accessioned2023-10-25T14:13:31Z
dc.date.available2023-10-25T14:13:31Z
dc.date.issued2018
dc.descriptionAccepted Version CC BY-NC 4.0en_US
dc.description.abstractPurpose – Addressing the unique challenge facing emerging-market firms (EMFs) of branding and marketing in their foreign subsidiaries, this study evaluates the foreign subsidiary corporate visual identity (CVI) transitions during the post-acquisition period. Design/Methodology/approach – Data on 330 cross-border acquisitions from five emerging-markets, namely, Brazil, China, India, Russia and South Africa (BRICS) are used. The cross-sectional multivariate analyses are used to test the hypotheses. Findings – Utilizing a sample of worldwide acquisitions conducted by EMFs originated from BRICS, this study establishes that various cross-national distances do not consistently cause the targets to take on the parent’s CVI. While economic distance and formal institutional distance increases the likelihood of an acquired subsidiary’s CVI change, cultural distance decreases the likelihood of CVI change. Practical implications – Lacking international experience and shaped by national differences between the host and home markets, EMFs often grant foreign subsidiaries substantial autonomy to respond to diverse stakeholder demands in subsidiary branding. Contrary to extant literature, the findings show that some distances are more pertinent to CVI transformation in the subsidiaries than others in the context of the EMFs. Originality/value – This research shows that the formal institutional distance and economic distance, will increase the likelihood of CVI changes in the subsidiaries, whereas, the cultural distance requiring soft skills like the cultural adaptability from the EMFs will decrease the CVI change possibility. The findings presented in the paper have significant implications for future research and strategic application.en_US
dc.identifier.citationRu-Shiun Liou, Rekha Rao-Nicholson, David Sarpong, (2018) "What is in a name? Cross-national distances and subsidiary’s corporate visual identity change in emerging-market firms’ cross-border acquisitions." UoTIR.en_US
dc.identifier.doihttps://doi.org/10.1108/IMR-10-2015-0225
dc.identifier.urihttp://hdl.handle.net/20.500.11868/4006
dc.language.isoen_USen_US
dc.publisherEmerald Publishing Limiteden_US
dc.subjectCorporate visual identityen_US
dc.subjectSubsidiary brandingen_US
dc.subjectInstitutional distanceen_US
dc.subjectEconomic distanceen_US
dc.subjectCultural distanceen_US
dc.subjectEmerging-market firmsen_US
dc.subjectCross-border acquisitionsen_US
dc.titleWhat’s in a name? Cross-national distances and subsidiary’s corporate visual identity change in emerging-market firms’ cross-border acquisitionsen_US
dc.typeArticleen_US

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2018 COB Faculty Publications