National Culture- The Antagonist in Post- Merger-Integration?

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National Culture- The Antagonist in Post- Merger-Integration?

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Title: National Culture- The Antagonist in Post- Merger-Integration?
The Influence of National Culture in the Post-Merger Integration Process in Cross-Border Mergers and Acquisitions
Author: Ayar, Bedrana
Abstract: Gert Hofstede was one of the first researchers who tried to incorporate culture as valid and measurable variable in organizational theory. In his book – Culture’s Consequences – International Differences in Work Related Values – (1980), he described different cultural dimensions, such as Power Distance, Masculinity and Uncertainty Avoidance. Even though these classifications were -and still are- very critically discussed, they give a useful framing of the formerly vague concept of culture. With Hofstede’s research culture became a more tangible variable in corporate considerations. ”Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster.”1 this quotation gives a good insight into the understanding of culture by Hofstede. Since the 1980’s culture started to become more and more a strategic resource for corporations. The following research aims at identifying obstacles that companies operating on a global scale will encounter in their quest for globalization and market leadership. What adaptations will they have to make when merging with companies in distant countries and cultures, and how does this affect the understanding of the company and its employees in their national contexts? The research is threefold and touches upon mergers and acquisitions, the post-merger integration and national and organizational culture concepts. In the course of the research, the foundation of merger and acquisition knowledge, such as motives for mergers and forms of acquisitions, were found to be of major importance to understand the dynamics. The research of cultural concepts showed that non -with a strict focus on national culture- was found to be applicable in the organizational context. Therefore, this thesis suggests combining the Acculturation Theory and the Social Identity Theory with certain influencing factors. The comparative study suggests that the findings can be applied to national culture phenomena. Nevertheless, further research has to be undertaken to test and validate the proposed framework and its implications. A longitudinal case-based approached is suggested.
URI: http://hdl.handle.net/10417/4242
Date: 2014-01-22
Pages: 83 s.
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