The effects of culture clash on international mergers in the high tech industry

Yaakov Weber · Shlomo Y. Tarba · Ziva Rozen Bachar

41 citations0/0 files storedWorld Review of Entrepreneurship Management and Sustainable Development

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Global and Cross-Cultural Management Corporate Finance and Governance International Business and FDI

Abstract

The present paper presents a case study of a merger between Israeli and British high-tech companies and illustrates the effect that the choice of post-merger integration approach has on the success or failure of a cross-border merger and acquisition. The study extends existing knowledge of cross-cultural management in international high-tech mergers by analysing the effects of cultural differences on the effectiveness of the symbiosis integration approach.

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References

2002Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations across Nations 2007Theory Building From Cases: Opportunities And Challenges 2004Case Study Research 2009Building theories from case study research 1991Managing acquisitions: Creating value through corporate renewal 2004Personality and Culture Revisited: Linking Traits and Dimensions of Culture 2003Meta‐analyses of post‐acquisition performance: indications of unidentified moderators 1999Integrating Strategic, Organizational, and Human Resource Perspectives on Mergers and Acquisitions: A Case Survey of Synergy Realization

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2012Critical Success Factors through the Mergers and Acquisitions Process: Revealing Pre‐ and Post‐M&A Connections for Improved Performance 2014Knowledge transfer and cross-border acquisition performance: The impact of cultural distance and employee retention 2017Marketing research on mergers and acquisitions: a systematic review and future directions 2011Mergers and acquisitions performance paradox: the mediating role of integration approach 2017

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