Department of Economics and Business Economics

Sociocultural integration in mergers and acquisitions: Unresolved paradoxes and directions for future research

Research output: Contribution to journal/Conference contribution in journal/Contribution to newspaperJournal articleResearchpeer-review

  • G.K. Stahl, International management at WU Vienna
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  • D.N. Angwin, Oxford Brookes University
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  • P. Very, EDHEC Business School
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  • Elton Jose Gomes, Theory Section, Denmark
  • Y. Weber, College of Management
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  • S.Y. Tarba, The Open University
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  • N. Noorderhaven, Tilburg University
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  • H. Benyamini, Orbotech in Israel
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  • D. Bouckenooghe, Brock University in Canada
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  • S. Chreim, University of Ottawa
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  • M. Durand, Aarhus University
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  • M.E. Hassett, Turku School of Economics at the University of Turku in Finland
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  • G. Kokk, University of Gothenburg
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  • M.E. Mendenhall, College of Business Administration at the University of Tennessee
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  • N. Mirc, University of Toulouse
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  • C. Miska, WU Vienna in Austria
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  • Kiwoo Park, Det Teknisk-Naturvidenskabelige Fakultet, Denmark
  • N.-S. Reynolds, Essex Business School
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  • A. Rouzies, Toulouse Graduate School of Management (University of Toulouse 1 Capitole-France)
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  • R.M. Sarala, University of North Carolina in Greensboro
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  • S.L. Seloti, Faculdade Impacta Tecnologia
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  • Mikael Søndergaard
  • H.E. Yildiz, Stockholm School of Economics
Despite decades of research, the key factors for success in mergers and acquisitions (M&As) and the reasons why M&As often fail remain poorly understood. While attempts to explain M&A success and failure have traditionally focused on strategic and financial factors, an emergent field of inquiry has been directed at the sociocultural and human resources issues involved in the integration of acquired or merging firms. This research has sought to explain M&A performance and underperformance in terms of the impact that variables such as cultural fit, management style similarity, the pattern of dominance between merging firms, the acquirer's degree of cultural tolerance, and the social climate surrounding a takeover have on the postmerger integration process. In this article, we attempt to take stock of, and synthesize, the findings from research on sociocultural and human resources integration in M&A, to identify conflicting perspectives and unresolved questions as well as several underresearched areas, and then use our analyses to propose an agenda for the next stage of research in this field.
Original languageEnglish
JournalThunderbird International Business Review
Volume55
Issue4
Pages (from-to)333-356
Number of pages24
ISSN1096-4762
DOIs
Publication statusPublished - 1 Jul 2013

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