The purpose of this paper is to advance cross‐cultural management during mergers and acquisitions (M&A), an issue that remains poorly understood despite a large body of literature accumulated over many years of study and experience.
Based on literature review and case studies of both successful and unsuccessful companies, this paper clarifies the concept, the assessment and the use of corporate culture and its dimensions during all mergers and acquisitions stages, and as such shows its role as an important and influential milestone in the international business environment exploration.
The paper arrives at the conclusion that the enduring paradox of the high rate of M&A failure vs the growing activity of M&A may be due to lack of synchronized activities of all merger stages.
The paper presents frameworks and managerial tools that can help researchers and practitioners conduct better corporate culture assessment during all stages of the M&A, including screening, planning, and negotiation, and enhance the effectiveness of interventions carried out during post‐merger integration process.
The paper offers insights into corporate culture and its impact during pre‐merger stage, negotiation, and the post‐merger integration process.
