TY - JOUR
T1 - Mergers and acquisitions process
T2 - The use of corporate culture analysis
AU - Vrontis, Demetris
AU - Weber, Yaakov
AU - Yedidia Tarba, Shlomo
PY - 2012/7/27
Y1 - 2012/7/27
N2 - The purpose of this paper is to advance crosscultural 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. Based 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. The 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. The 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 postmerger integration process. The paper offers insights into corporate culture and its impact during premerger stage, negotiation, and the postmerger integration process.
AB - The purpose of this paper is to advance crosscultural 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. Based 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. The 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. The 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 postmerger integration process. The paper offers insights into corporate culture and its impact during premerger stage, negotiation, and the postmerger integration process.
KW - Acquisitions
KW - Acquisitions and mergers
KW - Culture
KW - Mergers
KW - Organizational culture
UR - http://www.scopus.com/inward/record.url?scp=84865479954&partnerID=8YFLogxK
U2 - 10.1108/13527601211247053
DO - 10.1108/13527601211247053
M3 - Article
AN - SCOPUS:84865479954
VL - 19
SP - 288
EP - 303
JO - Cross Cultural Management: An International Journal
JF - Cross Cultural Management: An International Journal
SN - 1352-7606
IS - 3
ER -