Merging without alienating: interventions promoting cross-cultural organizational integration and their limitations

Journal of International Business Studies - Tập 40 - Trang 468-489 - 2008
Mary Yoko Brannen1,2, Mark F Peterson3
1San José State University, San Jose, USA
2INSEAD, Fontainebleau, France
3Florida Atlantic University, Boca Raton, USA

Tóm tắt

Foreign direct investment, particularly cross-border mergers and acquisitions can spawn a range of individual-level outcomes from cross-cultural adjustment and synergistic learning, on the positive side, to work alienation, on the negative. Unsuccessful navigation of these individual-level outcomes leads to failed integration that can seriously affect the realization of desired organizational outcomes such as successful technology transfer, knowledge-sharing, and the general realization of global growth. By means of an iterative between-methods triangulation, the study surfaces cross-cultural work alienation as a phenomenon that can limit the overall success of such ventures, and identifies interventions that help to promote successful post-merger integration.

Tài liệu tham khảo

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