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This research paper aims to explore the financial and strategic implications of cross-border mergers and acquisitions (M&As) with specific reference to the Indian context examining how Indian firms engaged in cross-border M&As to enhance their competitive position, diversify their portfolios, and access new markets, driven by the need to achieve economies of scale, enhance technological capabilities, and gain access to international brands and distribution networks, as Indian companies increasingly sought opportunities abroad to overcome domestic market constraints and capitalize on global growth prospects, with a focus on the financial aspects such as valuation complexities, funding mechanisms, tax implications, and the impact on the acquiring firm's financial performance, including changes in stock prices, revenue growth, profitability, and risk profile, while also considering the strategic dimensions involving integration challenges, cultural differences, regulatory hurdles, and the alignment of corporate strategies between merging entities, drawing on existing theoretical frameworks such as the resource-based view (RBV), which posits that firms engage in M&As to acquire valuable resources and capabilities that are not readily available internally, and the transaction cost economics (TCE) perspective, which suggests that firms pursue M&As to reduce transaction costs associated with market exchanges, as well as the institutional theory, which highlights the role of institutional environments in shaping the M&A strategies and outcomes, particularly in the context of emerging markets like India where regulatory and cultural differences pose significant challenges, as evidenced by notable Indian cross-border M&A deals during this period, such as Tata Motors' acquisition of Jaguar Land Rover, which underscored the strategic intent to enhance technological capabilities and global brand presence, and Bharti Airtel's acquisition of Zain Africa, which aimed at expanding market reach and achieving economies of scale, while financial implications are examined through the lens of post-acquisition financial performance, analyzing how such deals influenced the financial metrics of acquiring firms, including changes in leverage, liquidity, and shareholder value, as well as the tax benefits and cost synergies realized, alongside the strategic implications, which involve assessing the effectiveness of integration processes, managing cultural and operational differences, and achieving strategic fit between the merging entities, drawing insights from existing literature that emphasizes the importance of due diligence, effective communication, and robust integration planning in ensuring the success of cross-border M&As, with a particular focus on the unique challenges faced by Indian firms in navigating regulatory landscapes, cultural nuances, and market dynamics in foreign jurisdictions, ultimately aiming to provide a comprehensive understanding of the multifaceted implications of cross-border M&As for Indian firms, offering valuable insights for academics, policymakers, and practitioners involved in international business and corporate strategy, and contributing to the broader discourse on the strategic and financial dimensions of cross-border mergers and acquisitions in the context of emerging markets. |