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Strategies For Cultural Integration Following Cross-Border Mergers And Acquisitions, Kimihiro Iwao

Walden Dissertations and Doctoral Studies

Ineffective cross-border merger and acquisition (M&A) strategies can negatively impact value creation. Global information and communications technology (ICT) company leaders who do not effectively manage M&As risk eventual divestiture of their acquired targets. Guided by Haspeslagh and Jemison’s acquisition integration approach model and Hofstede’s 5 dimensions of national cultural theory, the purpose of this qualitative multiple case study was to explore strategies that leaders of global ICT companies use to integrate diverse workers following cross-border M&As. The participants were 8 IMs from low context cultures who supervised acquired foreign workers primarily from high context cultures. Data were collected through semistructured …