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Does Culture Shape the Balance of Power in Multinational Companies ? The Case of the EADS Group

Author

Listed:
  • Christoph Barmeyer

    (Humanis - Hommes et management en société / Humans and management in society - UNISTRA - Université de Strasbourg - EM Strasbourg - École de Management de Strasbourg = EM Strasbourg Business School)

  • Ulrike Mayrhofer

    (Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon)

Abstract

This article examines the impact of culture on the evolution of power relationships in multinational companies. The empirical study is based on a longitudinal analysis of the EADS Group (European Aeronautic Defence and Space Company), which resulted from the merger of French company Aérospatiale-Matra, German company DASA and Spanish company CASA. The findings show that the balance of power depends not only on contextual factors and individual strategies, but also on cultural factors. The analysis highlights the importance of mutual understanding and cooperation for the success of intercultural management.

Suggested Citation

  • Christoph Barmeyer & Ulrike Mayrhofer, 2010. "Does Culture Shape the Balance of Power in Multinational Companies ? The Case of the EADS Group," Post-Print halshs-00638849, HAL.
    • Handle: RePEc:hal:journl:halshs-00638849
    Note: View the original document on HAL open archive server: https://shs.hal.science/halshs-00638849
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    References listed on IDEAS

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    6. Christoph Barmeyer & Ulrike Mayrhofer, 2008. "The contribution of intercultural management to the success of international mergers and acquisitions: an analysis of the EADS group," Post-Print hal-00567737, HAL.
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