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Article
Publication date: 1 April 1992

Yaakov Weber and David M. Schweiger

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…

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3026

Abstract

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.

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International Journal of Conflict Management, vol. 3 no. 4
Type: Research Article
ISSN: 1044-4068

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The Cross-Disciplinary Perspectives of Management: Challenges and Opportunities
Type: Book
ISBN: 978-1-83867-249-2

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Book part
Publication date: 29 November 2019

Yaakov Weber

Mergers and acquisitions (M&A) have become one of the key growth strategies for firms. However, the management literature fails to consistently explain the paradox of the…

Abstract

Mergers and acquisitions (M&A) have become one of the key growth strategies for firms. However, the management literature fails to consistently explain the paradox of the increasing activity of both cross-border and domestic M&A versus their poor performance. Scholars recently contend that not all M&A are alike. This research will explore how different characteristics of M&A relate to different M&A implementation approaches – namely exploitation versus exploration may better relate to M&A performance. Furthermore, it will provide various propositions that have the potential to foster future research directions.

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The Cross-Disciplinary Perspectives of Management: Challenges and Opportunities
Type: Book
ISBN: 978-1-83867-249-2

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Book part
Publication date: 29 November 2019

Abstract

Details

The Cross-Disciplinary Perspectives of Management: Challenges and Opportunities
Type: Book
ISBN: 978-1-83867-249-2

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Book part
Publication date: 13 October 2016

Abstract

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Mergers and Acquisitions, Entrepreneurship and Innovation
Type: Book
ISBN: 978-1-78635-371-9

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Article
Publication date: 1 February 1995

Yaakov Weber, Yoav Ganzach and Haim Ben‐Yemini

When organizations with disparate cultures are merged, the culture of the acquired organization often represents a counterculture for the acquiring firm. Scholars and…

Abstract

When organizations with disparate cultures are merged, the culture of the acquired organization often represents a counterculture for the acquiring firm. Scholars and consultants frequently recommend avoiding integration of an acquired company if it has a sharply different culture. This paper presents a case study of a recent hostile takeover that disproves the conventional wisdom and shows that careful implementation processes enable the company, not only to overcome post‐merger integration barriers due to culture clash, but also to maximize strategic benefits from those cultural differences. It shows that integration can be achieved through a process in which only some specific cultural dimensions are integrated while others are preserved.

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International Journal of Conflict Management, vol. 6 no. 2
Type: Research Article
ISSN: 1044-4068

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Book part
Publication date: 2 September 2009

Yaakov Weber, Shlomo Yedidia Tarba and Arie Reichel

Empirical findings from the past 15 years suggest that the influence of culture on the integration process is critical. However, the interrelationships between corporate…

Abstract

Empirical findings from the past 15 years suggest that the influence of culture on the integration process is critical. However, the interrelationships between corporate and national cultures and their influence on merger success are not clear, and the results of empirical studies are contradictory. The major objective of this chapter is to provide a framework that addresses the effects of cultural distance on various integration approaches, and thereby explain international merger and acquisition performance. The framework can assist managers of international mergers in analyzing, evaluating, and planning before the merger and in implementing the chosen integration approach after the merger.

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Advances in Mergers and Acquisitions
Type: Book
ISBN: 978-1-84855-781-9

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Book part
Publication date: 6 October 2008

Yaakov Weber and Israel Drori

A model focusing on the role of the individual in national and corporate culture clash situations, during post-merger integration, is presented. The theory of…

Abstract

A model focusing on the role of the individual in national and corporate culture clash situations, during post-merger integration, is presented. The theory of psychological contract is adapted to explain different individual expectations in domestic versus international mergers and acquisitions (M&As). It is proposed that expectations on the part of both parties to the merger can act to moderate the effects of culture clash in M&As on acquired management attitudes and behavior, and thereby influence post-merger turnover and integration success. Thus, the model explains the inconsistencies of empirical findings about the different effects of national versus corporate cultural differences on M&A performance. The implications of these ideas for research and practice are discussed.

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Advances in Mergers and Acquisitions
Type: Book
ISBN: 978-1-84855-100-8

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Article
Publication date: 27 July 2012

Yaakov Weber and Shlomo Yedidia Tarba

The purpose of this paper is to advance cross‐cultural management during mergers and acquisitions (M&A), an issue that remains poorly understood despite a large body of…

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18753

Abstract

Purpose

The purpose of this paper is to advance cross‐cultural management during mergers and acquisitions (M&A), an issue that remains poorly understood despite a large body of literature accumulated over many years of study and experience.

Design/methodology/approach

Based on literature review and case studies of both successful and unsuccessful companies, this paper clarifies the concept, the assessment and the use of corporate culture and its dimensions during all mergers and acquisitions stages, and as such shows its role as an important and influential milestone in the international business environment exploration.

Findings

The paper arrives at the conclusion that the enduring paradox of the high rate of M&A failure vs the growing activity of M&A may be due to lack of synchronized activities of all merger stages.

Practical implications

The paper presents frameworks and managerial tools that can help researchers and practitioners conduct better corporate culture assessment during all stages of the M&A, including screening, planning, and negotiation, and enhance the effectiveness of interventions carried out during post‐merger integration process.

Originality/value

The paper offers insights into corporate culture and its impact during pre‐merger stage, negotiation, and the post‐merger integration process.

Details

Cross Cultural Management: An International Journal, vol. 19 no. 3
Type: Research Article
ISSN: 1352-7606

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Article
Publication date: 26 July 2011

Yaakov Weber and Shlomo Tarba

In mergers and acquisitions (M&As) the culture of the acquired organization often represents a counterculture for the acquiring firm. The purpose of this paper is to…

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3846

Abstract

Purpose

In mergers and acquisitions (M&As) the culture of the acquired organization often represents a counterculture for the acquiring firm. The purpose of this paper is to present a case study of an acquisition of German FAST by the Israeli firm Aladdin, and exemplifies the post‐merger integration issues that arose as a result of the culture clash between amalgamating entities in the high‐tech industry.

Design/methodology/approach

The study used a qualitative research design because of the need for in‐depth understanding of the processes, local contextualization, causal inference, and the necessity to expose the points of view of the participants. Triangulation was one of the important means of increasing construct validity and substantiating findings and propositions.

Findings

The case study analysis covers the processes that affect M&A performance and elucidates a significance of the post‐merger integration approach that is implemented in cross‐border M&As.

Practical implications

The examination sheds light on the pre‐ and post‐merger processes and provides new insights into both.

Originality/value

The case study describes two international high‐tech companies before their merger, the negotiation process, and the post‐merger integration approach adopted by the acquiring firm. The study extends the existing limited knowledge about integration approach in implementation of international high‐tech mergers.

Details

International Journal of Organizational Analysis, vol. 19 no. 3
Type: Research Article
ISSN: 1934-8835

Keywords

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