Inderscience Publishers

The effects of culture clash on international mergers in the high tech industry

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The present paper presents a case study of a merger between Israeli and British high–tech companies and illustrates the effect that the choice of post–merger integration approach has on the success or failure of a cross–border merger and acquisition. The study extends existing knowledge of cross–cultural management in international high–tech mergers by analysing the effects of cultural differences on the effectiveness of the symbiosis integration approach.

Keywords: national culture, corporate culture differences, post–merger integration, organisational culture, international mergers, high tech industry, high technology, mergers and acquisitions

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