Sociocultural Integration in Mergers and Acquisitions: Unresolved Paradoxes and Directions for Future Research |
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| Authors: | Günter K Stahl Duncan N Angwin Philippe Very Emanuel Gomes Yaakov Weber Shlomo Yedidia Tarba Niels Noorderhaven Haim Benyamini Dave Bouckenooghe Samia Chreim Muriel Durand Mélanie E Hassett Gary Kokk Mark E Mendenhall Nicola Mirc Christof Miska Kathleen Marshall Park Noelia‐Sarah Reynolds Audrey Rouzies Riikka M Sarala Sergio Luis Seloti Jr Mikael Søndergaard H Emre Yildiz |
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| Institution: | 1. International management at WU Vienna;2. INSEAD;3. Oxford Brookes University, UK;4. EDHEC Business School, France;5. University of Sheffield, UK;6. Department of Strategy and Entrepreneurship, School of Business, College of Management, Israel;7. Department of Economics and Management, The Open University, Israel;8. Center for Innovation Research, Tilburg University;9. Orbotech in Israel;10. Teva Corporation;11. Brock University in Canada;12. University of Ottawa;13. Aarhus University, Denmark;14. Turku School of Economics at the University of Turku in Finland;15. Manchester Business School in the UK;16. Gothenburg Research Institute, School of Business, Economics and Law at the University of Gothenburg, Sweden;17. College of Business Administration at the University of Tennessee, Chattanooga;18. University of Toulouse;19. Ecole Polytechnique in France;20. WU Vienna in Austria;21. Faculty of Business and Economics at Monash University in Melbourne, Australia;22. Essex Business School;23. Toulouse Graduate School of Management (University of Toulouse 1 Capitole–France);24. Faculdade Impacta Tecnologia, S?o Paulo, Brazil;25. Universidade Presbiteriana Mackenzie, S?o Paulo, Brazil;26. Aarhus University, Department of Economics and Business;27. Stockholm School of Economics |
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| Abstract: | 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. © 2013 Wiley Periodicals, Inc. |
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