Culture and integretion problems in international mergers and acquitions

René Olie

European Management Journal, 1990, vol. 8, issue 2, 206-215

Abstract: International mergers and acquisitions frequently fail in the integration phase, with cultural differences a major contributory factor. With reference to many European examples of M and As, René Olie of Limburg University explores various obstacles to merger success and develops a dynamic model of merger stability. He concludes that the successful integration of an international merger is a very long process which is assisted by a sense of parity and common management programs, tasks and goals.

Date: 1990
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