The Role of Cultural Integration post Cross-Border M&As in Context of the Indian Fintech Industry

Over the past two decades, mergers and acquisitions have become increasingly commonplace as the means of international expansion for companies seeking global reach. They provide access to competence and a local intelligence base without carrying the burden of starting up a subsidiary from zero. Despite their apparent success, over half of these integrative ventures end up reporting failure. This has been traced back to cultural differences, for domestic and cross border deals alike. The first chapter of this paper provides a brief introduction to our research topic, cultural integration in organisational structures post mergers and acquisitions, laying special emphasis on cross border M&As in the Financial Technology (Fintech) Industry of India. The second chapter elucidates on the research methodology used by the authors for this study, wherein they have made use of secondary data along with incorporating essential concepts into real life examples. The next chapter reviews literature discussing essential concepts including organisational cultures, cross border M&As and other essential concepts relating to the Fintech Industry of India. The penultimate chapter of this study contains the data analysis and findings of our research, and eventually concludes underscoring the importance of cultural integration within such organisational structures. Corporate cultural differences in M&A may facilitate or inhibit the socio-cultural and task integration outcomes in M&A transactions. The potential risks of not addressing corporate culture effectively could result in M&A failure due to business disruptions, delay or failure to realise business objectives, loss of productivity, loss of key talent, loss of know-how and loss of customers. Cultural integration of cross-border M&A has an important function in maximising capital and sales, improving operational techniques and forming other advantages