This paper proposes an anthropology‐based theoretical model describing the impact of top management culture clash on the commitment of the acquired team to the new organization and on its cooperation with the acquiring team. It suggests that three factors are influential, namely the degree of cultural differences, the nature of the contact between the teams, and the intended level of integration between the companies. The paper generates numerous propositions for predicting the impact of the culture clash. It also offers suggestions for further theoretical and empirical study, and presents some of the model's practical implications.
Weber, Y. and Schweiger, D.M. (1992), "TOP MANAGEMENT CULTURE CONFLICT IN MERGERS AND ACQUISITIONS: A LESSON FROM ANTHROPOLOGY", International Journal of Conflict Management, Vol. 3 No. 4, pp. 285-302. https://doi.org/10.1108/eb022716
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