Merging and diverging cultures in M&A

Michelle Mielly, Frank Rouault and Kevin Richards O'Reilly
Additional contact information
Michelle Mielly: EESC-GEM Grenoble Ecole de Management

Post-Print from HAL

Abstract: Purpose The purpose of this brief paper is to highlight the role of culture in cross-cultural M&A environments. Findings Empirical work as consultants and participant-observers within multiple international organizations in the process of pre or post M&A restructuring has revealed the need to develop three key "best practices" linked to behaviors which facilitate organizational actors' role in such dynamic and complex organizational environments. Practical implications Managers and practitioners may be able to re think their own positioning within the merged or merging firm and question some of their own cultural allegiances and behaviors, whether linked to national culture or organizational (corporate) culture. Originality/value The authors have identified three key behavioral skills crucial to effective intercultural interactions, when interacting in cross-border M&A contexts.

Keywords: Cross-Cultural management; Cultural integration; Diversity Management; Knowledge skills attitudes model (search for similar items in EconPapers)
Date: 2016-09-12
References: Add references at CitEc
Citations:

Published in Strategic Direction, 2016, 32 (9), 7-10 p. ⟨10.1108/SD-05-2016-0082⟩

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04742808

DOI: 10.1108/SD-05-2016-0082

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().