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Abstract

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.