Classification of Organizational Slack and M&A of Cultural Firms: Empirical Evidence from Listed Companies of Cultural Media in China
PAN Ai-ling1, SUN Lei1,2
1. College of Management, Shandong University, Jinan, Shandong, 250100; 2. Department of Finance and Economics, Shandong University of Science and Technology, Jinan, Shandong, 250031
Abstract:Organizational slack is the portion of an enterprise's available resources that exceed the necessary resources for normal operation. The heterogeneous characteristics of classified organizational slack will exert contingent effects on M&A behaviors and consequences of cultural firms. Based on the samples of A-share listed cultural media companies in Shanghai and Shenzhen from 2014 to 2019, this paper makes situational analysis of the impact of classified organizational slack on M&A decision-making and performance of cultural firms, and observes the differential expression under different property rights. The findings show that the available and potential slack could promote M&A of cultural firms and they are positively correlated with M&A in the same industry, that the recoverable slack inhibits M&A of cultural firms and is negatively correlated with M&A in the same industry and cross-regional M&A. Compared with state-owned firms, private sectors show more significant above characteristics. The available slack and potential slack has significant negative impact on M&A performance of cultural firms, while the recoverable slack only bring about insignificant improvement on M&A performance. This study expands the research on the strategic behavior of M&A of cultural firms from the perspective of organizational slack, and provides reference for the management of organizational slack, and decision-making in M&A of cultural firms.
潘爱玲, 孙磊. 分类组织冗余与文化企业并购:基于文化传媒类上市公司的经验证据[J]. 《深圳大学学报》(人文社科版), 2021, 38(2): 49-60.
PAN Ai-ling, SUN Lei. Classification of Organizational Slack and M&A of Cultural Firms: Empirical Evidence from Listed Companies of Cultural Media in China. , 2021, 38(2): 49-60.
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