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Merging without alienating: interventions promoting cross-cultural organizational integration and their limitations

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  • Mary Yoko Brannen

    ([1] San José State University, San Jose, USA [2] INSEAD, Fontainebleau, France)

  • Mark F Peterson

    (Florida Atlantic University, Boca Raton, USA)

Abstract

Foreign direct investment, particularly cross-border mergers and acquisitions can spawn a range of individual-level outcomes from cross-cultural adjustment and synergistic learning, on the positive side, to work alienation, on the negative. Unsuccessful navigation of these individual-level outcomes leads to failed integration that can seriously affect the realization of desired organizational outcomes such as successful technology transfer, knowledge-sharing, and the general realization of global growth. By means of an iterative between-methods triangulation, the study surfaces cross-cultural work alienation as a phenomenon that can limit the overall success of such ventures, and identifies interventions that help to promote successful post-merger integration. Journal of International Business Studies (2009) 40, 468–489. doi:10.1057/jibs.2008.80

Suggested Citation

  • Mary Yoko Brannen & Mark F Peterson, 2009. "Merging without alienating: interventions promoting cross-cultural organizational integration and their limitations," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 40(3), pages 468-489, April.
  • Handle: RePEc:pal:jintbs:v:40:y:2009:i:3:p:468-489
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    Citations

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    Cited by:

    1. Jaakson, Krista & Vadi, Maaja & Baumane-Vitolina, Ilona & Sumilo, Erika, 2017. "Virtue in small business in small places: Organisational factors associated with employee dishonest behaviour in the retail sector," Journal of Retailing and Consumer Services, Elsevier, vol. 34(C), pages 168-176.
    2. Barmeyer, Christoph & Davoine, Eric, 2019. "Facilitating intercultural negotiated practices in joint ventures: The case of a French–German railway organization," International Business Review, Elsevier, vol. 28(1), pages 1-11.
    3. Cristian Dîrvă & Anda Simona Rădulescu, 2018. "Managing Resilience to Change in Merger and Acquisitions," Romanian Economic Journal, Department of International Business and Economics from the Academy of Economic Studies Bucharest, vol. 21(68), pages 145-160, June.
    4. David P. Kroon & Joep P. Cornelissen & Eero Vaara, 2015. "Explaining Employees’ Reactions towards a Cross-Border Merger: The Role of English Language Fluency," Management International Review, Springer, vol. 55(6), pages 775-800, December.
    5. Reade, Carol & Lee, Hyun-Jung, 2012. "Organizational Commitment in Time of War: Assessing the Impact and Attenuation of Employee Sensitivity to Ethnopolitical Conflict," Journal of International Management, Elsevier, vol. 18(1), pages 85-101.
    6. Diana W.P. Kwok, 2018. "Boundary spanning and subordinate—leader trust: A tale of two acquisitions in a multicultural emerging economy," Post-Print hal-01744451, HAL.
    7. Ashish Malik & Ralf Bebenroth, 2017. "Mind Your Language! : Role of Target Firm Language in Post-Merger Integration," Discussion Paper Series DP2017-15, Research Institute for Economics & Business Administration, Kobe University.
    8. Chung, Goo Hyeok & Du, Jing & Choi, Jin Nam, 2014. "How do employees adapt to organizational change driven by cross-border M&As? A case in China," Journal of World Business, Elsevier, vol. 49(1), pages 78-86.
    9. H Emre Yildiz & Carl F Fey, 2016. "Are the extent and effect of psychic distance perceptions symmetrical in cross-border M&As? Evidence from a two-country study," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 47(7), pages 830-857, September.
    10. Alvaro Cuervo-Cazurra & Ulf Andersson & Mary Yoko Brannen & Bo Bernhard Nielsen & A. Rebecca Reuber, 2016. "From the Editors: Can I trust your findings? Ruling out alternative explanations in international business research," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 47(8), pages 881-897, October.
    11. Dau, Luis Alfonso, 2016. "Biculturalism, Team Performance, and Cultural-faultline Bridges," Journal of International Management, Elsevier, vol. 22(1), pages 48-62.
    12. Ekaterina I. Lytkina, 2015. "Anomie And Alienation In The Post-Communist Area: A Reapplication Of The Middleton Scale In Russia And Kazakhstan," HSE Working papers WP BRP 32/PSY/2015, National Research University Higher School of Economics.
    13. Satu Teerikangas & Olivier Irrmann, 2016. "Cultural Change Following International Acquisitions: Cohabiting the Tension Between Espoused and Practiced Cultures," Management International Review, Springer, vol. 56(2), pages 195-226, April.
    14. Grimm Noh & Dongyoub Shin, 2018. "The different influences of the government and politicians on the international expansion of Chinese firms," Asian Business & Management, Palgrave Macmillan, vol. 17(5), pages 366-396, December.
    15. Kwok, Diana W.P. & Meschi, Pierre-Xavier & Bertrand, Olivier, 2020. "In CEOs we trust: When religion matters in cross-border acquisitions. The case of a multifaith country," International Business Review, Elsevier, vol. 29(4).

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