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Being awkward: creating conscious culture change

Peter Buell Hirsch (Department of Communication Studies, Baruch College, New York, New York, USA)

Journal of Business Strategy

ISSN: 0275-6668

Article publication date: 19 January 2015

1268

Abstract

Purpose

The purpose of this paper is to examine why culture is the cause of such widespread failure in mergers and acquisitions (M&A) and explore ways to improve their success rate.

Design/methodology/approach

Review of some prominent “failed” mergers for evidence of the influence of cultural factors.

Findings

It was found that M&A tended to be more successful where cultural factors were made a priority early in the process and where transparent and two-sided dialogue about culture took place up and down both organizations.

Originality/value

Although the impact of culture in M&A is a topic that has been covered before, this review identifies some new approaches to improving M&A success rates.

Keywords

Citation

Hirsch, P.B. (2015), "Being awkward: creating conscious culture change", Journal of Business Strategy, Vol. 36 No. 1, pp. 52-55. https://doi.org/10.1108/JBS-11-2014-0131

Publisher

:

Emerald Group Publishing Limited

Copyright © 2015, Emerald Group Publishing Limited

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