Diaspora Networks in Cross-Border Mergers and Acquisitions

This chapter conceptually explores how diaspora networks influence
cross-border M&As in Africa. It seeks to build on both network and resourcebased
perspectives, and makes contribution by developing a conceptual model and
testable propositions that draw explicitly on the concept of diaspora networks to
inform both scholarly and practitioner research on African cross-border M&A
performance. The model shows how diasporic ties of the acquiring firm senior
leaders may influence outcomes associated with African cross-border M&As. Additionally,
three main variables—diaspora’s time spent outside Africa, tribal ties with
government officials and target firm owners/managers and shared colonial heritage—
are proposed to moderate the effects of diaspora networks on post-M&A
performance. Finally, implications for practice and further studies are also discussed.