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| Author: | Teerinkangas, S. Very, P. |
| Title: | The culture-performance relationship in M&A: from yes/no to how |
| Journal: | British Journal of Management
2006 : MAR, VOL. 17: special issue, p. S31 48 |
| Index terms: | culture mergers |
| Freeterms: | M&A process differences performance |
| Language: | eng |
| Abstract: | According to the widely accepted myth, cultural differences affect the M&A performance negatively. In the article the contradictory findings that can be found by reviewing the existing literature are studied, solutions are proposed and a theoretical framework is developed. The article begins with a literature survey regarding the culture-performance link in M&A. After this, three different areas explaining the contradictories are identified and guidelines for future research are proposed regarding each of these areas. The arguments are then summarized with the help of the developed framework. The authors conclude on the argument that because M&A process in long-lasting and dynamic, the research should not concentrate simply on the effects culture has on performance, but on how the cultural differences affect the process of M&A and its results. |
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