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This chapter aims to make sense of the growing research that examines the role of culture in mergers and acquisitions. We provide a detailed review of the many related but distinct constructs that have been introduced to the literature. While each construct has contributed to our understanding of the role of culture, the lack of connections made among constructs has limited the consolidation of contributions. The review shows what these constructs mean for mergers and acquisitions, what major findings have been discovered, and, most importantly, how constructs interrelate. Our discussion provides several opportunities to foster the needed consolidation of this research.

Revolutionary thinker and Civil Rights leader, Ella Baker, once declared, “Strong people don’t need strong leaders.” Baker’s statement epitomizes her philosophy that the wisdom needed to fight against hegemony emerges from the brilliance of the people stuck at the bottom of oppressive systems. Standing in stark contrast to the charismatic leadership philosophy of many in the nation, Baker’s model encourages disenfranchised youth and elders to lead themselves into the struggle to bring down America’s apartheid system of governing. Yet grassroots governing is complex and constantly evolving. But it leaves no space for static hierarchal iterations of leadership, an epistemology that pervades and corrodes the nation.

Growing up in this nation’s segregated south, I have struggled to understand the impact of racism on school leaders, faculty, students, and parents. Thus, my chapter will use institutionalized racism as the lens to examine the toxic environment that school leaders, and, ultimately, all leaders face because of the country’s chosen amnesia of its bloody history, a history that still impacts current public policy. Within that context I will also offer alternative ways to lead, especially that modeled by Civil Rights icon and president of the Algebra Project, Robert P. Moses.