Culture and integretion problems in international mergers and acquitions

René Olie

doi:10.1016/0263-2373(90)90088-N

Culture and integretion problems in international mergers and acquitions

René Olie^*

^*Corresponding author for this work

Department of Strategic Management and Entrepreneurship

Research output: Contribution to journal › Article › Academic › peer-review

79 Citations (Scopus)

Abstract

International mergers and acquisitions frequently fail in the integration phase, with cultural differences a major contributory factor. With reference to many European examples of M and As, René Olie of Limburg University explores various obstacles to merger success and develops a dynamic model of merger stability. He concludes that the successful integration of an international merger is a very long process which is assisted by a sense of parity and common management programs, tasks and goals.

Original language	English
Pages (from-to)	206-215
Number of pages	10
Journal	European Management Journal
Volume	8
Issue number	2
DOIs	https://doi.org/10.1016/0263-2373(90)90088-N
Publication status	Published - Jun 1990

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RSM S&E

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10.1016/0263-2373(90)90088-N

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Culture and integretion problems in international mergers and acquitions

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