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Cultural Conflict and Merger Failure: An Experimental Approach

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Author Info

  • Roberto A. Weber

    ()
    (Department of Social and Decision Sciences, Carnegie Mellon University, Pittsburgh, Pennsylvania 15213)

  • Colin F. Camerer

    ()
    (Division of Humanities and Social Sciences 228-77, California Institute of Technology, Pasadena, California 91125)

Abstract

We use laboratory experiments to explore merger failure due to conflicting organizational cultures. We introduce a laboratory paradigm for studying organizational culture that captures several key elements of the phenomenon. In our experiments, we allow subjects in ÜfirmsÝ to develop a culture, and then merge two firms. As expected, performance decreases following the merging of two laboratory firms. In addition, subjects overestimate the performance of the merged firm and attribute the decrease in performance to members of the other firm rather than to situational difficulties created by conflicting culture.

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File URL: http://dx.doi.org/10.1287/mnsc.49.4.400.14430
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Bibliographic Info

Article provided by INFORMS in its journal Management Science.

Volume (Year): 49 (2003)
Issue (Month): 4 (April)
Pages: 400-415

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Handle: RePEc:inm:ormnsc:v:49:y:2003:i:4:p:400-415

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Related research

Keywords: Experiments; Organizational Culture; Mergers;

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