The author warmly thanks the two anonymous reviewers for their stimulating comments, Dr. Shlomo Yedidia Tarba for his suggestions and support throughout the revision process, and the chairs and members of the M&A track of the 11th annual conference of the European Academy of Management, for their comments and suggestions about a first draft version of this article.
Multiple Levels of Culture and Post M&A Integration: A Suggested Theoretical Framework†
Article first published online: 19 JUN 2013
© 2013 Wiley Periodicals, Inc.
Thunderbird International Business Review
Volume 55, Issue 4, pages 357–370, July/August 2013
How to Cite
Viegas-Pires, M. (2013), Multiple Levels of Culture and Post M&A Integration: A Suggested Theoretical Framework. Thunderbird Int'l Bus Rev, 55: 357–370. doi: 10.1002/tie.21550
- Issue published online: 19 JUN 2013
- Article first published online: 19 JUN 2013
A substantive body of research suggests that cultural differences represent impediments to merger and acquisition (M&A) integration. Yet current findings on the subject differ in terms of the impact of cultural differences. To date, M&A research has failed to capture the diversity of cultural influences that affect merging organizations. This conceptual article addresses this theoretical gap. Its purpose is to suggest a theoretical model of the culture-integration relationship. This model helps explain the inconsistent results of previous studies, and provides challenging opportunities for future research. © 2013 Wiley Periodicals, Inc.