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Sociocultural Integration in Mergers and Acquisitions: Unresolved Paradoxes and Directions for Future Research

Listed author(s):
  • Günter K. Stahl
  • Duncan N. Angwin
  • Philippe Very

    (Hellebore Capital Management)

  • Emanuel Gomes

    (PhyMoTS - Physiologie Moléculaire du Transport du Sucre chez les Végétaux - Université de Poitiers - CNRS - Centre National de la Recherche Scientifique)

  • Yaakov Weber
  • Shlomo Yedidia Tarba
  • Niels Noorderhaven
  • Haim Benyamini
  • Dave Bouckenooghe
  • Samia Chreim
  • Muriel Durand

    (Centre Hospitalier Emile Roux - Centre Hospitalier Emile Roux, LINA EA4624 - Laboratoire Interdisciplinaire d'Etude des Nanoparticules Aérosolisées - Université Jean Monnet - Saint-Etienne)

  • Mélanie E. Hassett
  • Gary Kokk
  • Mark E. Mendenhall
  • Nicola Mirc

    (stratégie - CRM - Centre de Recherche Management - UT1 - Université Toulouse 1 Capitole - CNRS - Centre National de la Recherche Scientifique)

  • Christof Miska
  • Kathleen Marshall Park
  • Noelia-Sarah Reynolds

    (Melbourne Graduate School of Education - University of Melbourne)

  • Audrey Rouzies

    (stratégie - CRM - Centre de Recherche Management - UT1 - Université Toulouse 1 Capitole - CNRS - Centre National de la Recherche Scientifique)

  • Riikka M. Sarala
  • Sergio Luis Seloti
  • Mikael Søndergaard
  • H. Emre Yildiz
Registered author(s):

    Despite decades of research, the key factors for success in mergers and acquisitions (M&As) and the reasons why M&As often fail remain poorly understood. While attempts to explain M&A success and failure have traditionally focused on strategic and financial factors, an emergent field of inquiry has been directed at the sociocultural and human resources issues involved in the integration of acquired or merging firms. This research has sought to explain M&A performance and underperformance in terms of the impact that variables such as cultural fit, management style similarity, the pattern of dominance between merging firms, the acquirer's degree of cultural tolerance, and the social climate surrounding a takeover have on the postmerger integration process. In this article, we attempt to take stock of, and synthesize, the findings from research on sociocultural and human resources integration in M&A, to identify conflicting perspectives and unresolved questions as well as several underresearched areas, and then use our analyses to propose an agenda for the next stage of research in this field

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    Paper provided by HAL in its series Post-Print with number halshs-00862249.

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    Date of creation: Jul 2013
    Publication status: Published in Thunderbird International Business Review, Wiley, 2013, 55 (4), pp.333-356. <10.1002/tie.21549>
    Handle: RePEc:hal:journl:halshs-00862249
    DOI: 10.1002/tie.21549
    Note: View the original document on HAL open archive server:
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