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Culture and integretion problems in international mergers and acquitions

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  • Olie, René

Abstract

International mergers and acquisitions frequently fail in the integration phase, with cultural differences a major contributory factor. With reference to many European examples of M and As, René Olie of Limburg University explores various obstacles to merger success and develops a dynamic model of merger stability. He concludes that the successful integration of an international merger is a very long process which is assisted by a sense of parity and common management programs, tasks and goals.

Suggested Citation

  • Olie, René, 1990. "Culture and integretion problems in international mergers and acquitions," European Management Journal, Elsevier, vol. 8(2), pages 206-215, June.
    • Handle: RePEc:eee:eurman:v:8:y:1990:i:2:p:206-215
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    Cited by:

    1. Zhi Huang & Hong (Susan) Zhu & Daniel J. Brass, 2017. "Cross-border acquisitions and the asymmetric effect of power distance value difference on long-term post-acquisition performance," Strategic Management Journal, Wiley Blackwell, vol. 38(4), pages 972-991, April.
    2. Günter K. Stahl & Andreas Voigt, 2008. "Do Cultural Differences Matter in Mergers and Acquisitions? A Tentative Model and Examination," Organization Science, INFORMS, vol. 19(1), pages 160-176, February.
    3. Rikard Larsson & Sydney Finkelstein, 1999. "Integrating Strategic, Organizational, and Human Resource Perspectives on Mergers and Acquisitions: A Case Survey of Synergy Realization," Organization Science, INFORMS, vol. 10(1), pages 1-26, February.
    4. YANAN YANG & Christoph Lütge, 2017. "The Influence of Culture Difference on Decision Making Process to Choose Integration Modes after China Purchased Germany Family Enterprises," Proceedings of International Academic Conferences 4607774, International Institute of Social and Economic Sciences.

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