Sociocultural Integration in Mergers and Acquisitions: Unresolved Paradoxes and Directions for Future Research

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...

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Bibliographic Details
Published in:	Thunderbird international business review Vol. 55; no. 4; pp. 333 - 356
Main Authors:	Stahl, Günter K., Angwin, Duncan N., Very, Philippe, Gomes, Emanuel, Weber, Yaakov, Tarba, Shlomo Yedidia, Noorderhaven, Niels, Benyamini, Haim, Bouckenooghe, Dave, Chreim, Samia, Durand, Muriel, Hassett, Mélanie E., Kokk, Gary, Mendenhall, Mark E., Mirc, Nicola, Miska, Christof, Park, Kathleen Marshall, Reynolds, Noelia-Sarah, Rouzies, Audrey, Sarala, Riikka M., Seloti Jr, Sergio Luis, Søndergaard, Mikael, Yildiz, H. Emre
Format:	Journal Article
Language:	English
Published:	Hoboken Wiley Subscription Services, Inc., A Wiley Company 01-07-2013 Wiley Periodicals Inc Wiley
Subjects:	Acquisitions & mergers Business administration Corporate culture Economics and Business Ekonomi och näringsliv Humanities and Social Sciences Management styles Strategic management Studies Success factors STRATEGIC planning CONSOLIDATION & merger of corporations HUMAN capital BUSINESS > Research INDUSTRIAL management
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Summary:	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.
Bibliography:	ark:/67375/WNG-NLC6GTX1-7 istex:ECF658EB2D2E6C4C8A89E9273F03D8D7FD3E7B7E ArticleID:TIE21549
ISSN:	1096-4762 1520-6874 1520-6874
DOI:	10.1002/tie.21549