Cultural Integration and Workforce Retention in Malaysian Mergers and Acquisitions: Exploring the Influence of Cross-Cultural Adjustment, Communication, And Dissatisfaction on Turnover Intention

As Malaysia experiences continued economic globalization, mergers and acquisitions (M&A) involving international stakeholders have become increasingly prevalent. While these ventures aim to create value through synergy, cultural misalignment, communication breakdowns, and dissatisfaction among employees often derail such outcomes. This study investigates the socio-cultural dimensions influencing workforce behaviour during Mergers and Acquisitions (M&A) in Malaysia, particularly focusing on Cross-Cultural Adjustment (CCA), communication breakdowns, and job dissatisfaction as predictors of Turnover Intention (TI). Employing a mixed-methods approach comprising structured interviews and quantitative surveys, this study reveals a moderate but significant correlation between cultural misalignment and TI, especially in post-merger integration stages. Findings underscore that the failure of M&As often stems not from negotiation stages but from post-integration frictions, where corporate cultures collide. The study contributes to the global business literature by highlighting the need for structured cultural integration strategies, emphasizing the centrality of human capital retention, and proposing a framework for mitigating cultural discord through effective leadership, clear communication, and early adjustment protocols.