Merging without alienating: interventions promoting cross-cultural organizational integration and their limitations
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. Journal of International Business Studies (2009) 40, 468–489. doi:10.1057/jibs.2008.80
Year of publication: |
2009
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Authors: | Brannen, Mary Yoko ; Peterson, Mark F |
Published in: |
Journal of International Business Studies. - Palgrave Macmillan, ISSN 0047-2506. - Vol. 40.2009, 3, p. 468-489
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Publisher: |
Palgrave Macmillan |
Saved in:
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