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Navigating through cultural differences in crossborder mergers and acquisitions
| Nome: | Descrição: | Tamanho: | Formato: | |
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| 330.58 KB | Adobe PDF |
Autores
Orientador(es)
Resumo(s)
The number of unsuccessful M&As is high and some scholars blame the merging partners for
underestimating the importance of culture, especially in cross-border transactions where the
dual nature of culture exists. Because cultural differences are too often poorly addressed, the
paper attempts to answer the following question: How can a framework be designed to
manage cultural differences and ensure an effective post-merger integration process? The
analysis of four cross-border M&As (two successes and two failures) shows that cultural
distance can be an asset or an obstacle to achieving integration outcomes depending on how it
is managed. Drawing on the case study findings and literature, the author develops practical
steps that merging partners can follow to ensure a smooth blending of cultures in international
contexts.
Descrição
Palavras-chave
Cross-border M&As Cultural differences Organisational and national culture Acculturation mode