M&As and Culture Sample Clauses

M&As and Culture. M&As involve cultural adaption and cultural change: either acquiring firms or acquired firms are confronted with adapting an old culture to new one but acquired firms typically face more adaptations than their counterparts. Given that culture provides the basis for human life (Tanure et al., 2009) and it is a key factor in determining the extent to which an employee matches a firm (Yusoff, 2011), cultural adaption is one of the most problematic tasks for humans and it is one of the most problematic aspects in post-acquisition integration (Xxxxxx et al., 2009). The cultural adaption and cultural change, at their roots, are due to the cultural difference between the companies involved in M&As. This is because, considering an extreme example, it is not necessary to change if two companies share a very similar culture. Thus, cultural adaption and cultural change reside in cultural difference. Empirical studies have found that organisational cultural differences link to post-acquisition conflict (x.x. Xxxxxx, 2010; Xxxxx and Xxxxxxx, 2003; Xxxxx et al., 1996; Xxxxx et al., 2012). This can be explained by three theoretical reasons. First, the extent to which cultural incompatibility exists between two firms is a primary reason for implementation problems as employees’ behaviours, thoughts and actions vary between organisations which then lead to conflicts (Olie, 1994). Cultural differences also affect management practices (Barmeyer and Xxxxxxxxx, 2008), which is another source for generating conflicts. The second reason that explains organisational cultural differences linking to post-acquisition conflict is ‘cultural ambiguity’, which is the uncertainty regarding whose culture dominates (Datta, 1991). Cultural ambiguity violates the day-to-day routine of work and the concept of ‘how we do things’ and therefore, leads to conflicts. Third, organisational cultural differences increase conflicts due to inter-organisation contact. Inter-organisation contact is the extent to which the cultures of two organisations come into contact (Xxxxxxxxx and Xxxxxxxxxx, 1988) and it is determined by M&A strategies. In unrelated mergers, there is little demand for the combination of two firms and acquiring firms only integrate the financial systems of acquired firms, which leads to little inter-organisational contact; in related mergers, however, the acquiring firms are more likely to integrate the culture of the target firms into their own which leads to extensive inter-organisa...
Sample 1
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