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The Handbook of Mergers and Acquisitions$
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David Faulkner, Satu Teerikangas, and Richard J. Joseph

Print publication date: 2012

Print ISBN-13: 9780199601462

Published to Oxford Scholarship Online: September 2012

DOI: 10.1093/acprof:oso/9780199601462.001.0001

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Culture in Mergers and Acquisitions

Culture in Mergers and Acquisitions

A Critical Synthesis and Steps Forward

Chapter:
(p.392) Chapter 16 Culture in Mergers and Acquisitions
Source:
The Handbook of Mergers and Acquisitions
Author(s):

Satu Teerikangas

Philippe Véry

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199601462.003.0016

As part of the globalization trend experienced by organizations worldwide, the number of mergers and acquisitions (M&A) has been steadily rising. Despite this optimism, many of these ventures end up reporting failure. When seeking for causes behind these high failure rates, the “culture” factor tops the lists time and again, be it in domestic or international M&A. This chapter reviews extant academic literature on culture in M&A. More particularly, our analysis leads us to address the following questions: (1) how is culture defined; (2) how does cultural distance impact the performance of M&A; (3) what is the nature of the cultural encounter in M&A, and how should cultural change in M&A be managed; (4) in what ways do national cultures impact international M&A? Conclusions on the current state of the literature, an identification of key gaps, and opportunities for future research end the chapter.

Keywords:   globalization, culture, cultural distance, national culture

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