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While cultural fit has been acknowledged to be a potentially important factor in mergers and acquisitions, the concept has been ill-defined. Hence, its relationships to other human aspects in mergers have not been rigorously examined. Further, the relationships between cultural differences and other human factors to the effectiveness of the integration process and financial performance have not been subject to rigorous research that use relatively large samples of mergers and acquisitions. The present study assesses the role of corporate cultural fit, autonomy removal, and commitment of managers to the merger in predicting effective integration between merger partners in different industry sectors. The relationships between, and role of, these variables are found to be complex; they vary across industries and have different relationships with different measures of performance.

This volume of Technology, Innovation, Entrepreneurship and Competitive Strategy is devoted to research aimed at understanding success and failure factors of mergers and acquisitions in entrepreneurial firms. Contributions are multidisciplinary and cross-cultural, and tackle key issues from a variety of theoretical and empirical perspectives

This paper proposes an anthropology‐based theoretical model describing the impact of top management culture clash on the commitment of the acquired team to the new organization and on its cooperation with the acquiring team. It suggests that three factors are influential, namely the degree of cultural differences, the nature of the contact between the teams, and the intended level of integration between the companies. The paper generates numerous propositions for predicting the impact of the culture clash. It also offers suggestions for further theoretical and empirical study, and presents some of the model's practical implications.

The impact of top management culture clash on the acquired team in the case of organizational mergers is described via an anthropology-based theoretical model. It is suggested that three factors are influential: the degree of cultural differences, the nature of the contact between the teams, & the intended level of integration between the companies. Numerous propositions for predicting the impact of the culture clash are outlined, & suggestions offered for further theoretical & empirical study. 1 Figure, 94 References. Adapted from the source document.

PurposeThe purpose of this paper is to advance cross‐cultural management during mergers and acquisitions (M&A), an issue that remains poorly understood despite a large body of literature accumulated over many years of study and experience.Design/methodology/approachBased on literature review and case studies of both successful and unsuccessful companies, this paper clarifies the concept, the assessment and the use of corporate culture and its dimensions during all mergers and acquisitions stages, and as such shows its role as an important and influential milestone in the international business environment exploration.FindingsThe paper arrives at the conclusion that the enduring paradox of the high rate of M&A failure vs the growing activity of M&A may be due to lack of synchronized activities of all merger stages.Practical implicationsThe paper presents frameworks and managerial tools that can help researchers and practitioners conduct better corporate culture assessment during all stages of the M&A, including screening, planning, and negotiation, and enhance the effectiveness of interventions carried out during post‐merger integration process.Originality/valueThe paper offers insights into corporate culture and its impact during pre‐merger stage, negotiation, and the post‐merger integration process.

When organizations with disparate cultures are merged, the culture of the acquired organization often represents a counterculture for the acquiring firm. Scholars and consultants frequently recommend avoiding integration of an acquired company if it has a sharply different culture. This paper presents a case study of a recent hostile takeover that disproves the conventional wisdom and shows that careful implementation processes enable the company, not only to overcome post‐merger integration barriers due to culture clash, but also to maximize strategic benefits from those cultural differences. It shows that integration can be achieved through a process in which only some specific cultural dimensions are integrated while others are preserved.

An extensive body of literature has investigated financial and strategic variables as predictors of mergers and acquisitions (M&A) performance without finding clear relationships. The literature does not investigate remedies for conflicts in M&A. This paper aims to develop a knowledge-based theory of M&A integration, drawing upon research on HR practices in M&A, the resource-based view of the firm, and international management. The study also explores the critical differences between acquirers from various countries in the way in which human resources are managed during cross-cultural conflict situations, and tests the relationships between HR practices and post-merger performance in multiple countries. The findings show that there is no clear best practice to address the conflict situation and enhance M&A performance.

"This book tackles the strategic, financial and procedural aspects of planning and executing mergers, acquisitions and strategic alliances. It also explores the similarities and differences between these various types of transaction and illustrates each with case studies, to help students from final year undergraduate to MBA. "--