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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.

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.

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.

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.

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.

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.

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

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.

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.

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.

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

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.

This paper aims to explore the international marina industry, encompassing both marina customers and managers. It also aims to put forth the argument that marinas as business entities can create and sustain competitive advantage by maximizing the advantages that stem from their superior resources and core competences.

To ensure proper representation for the marina managers worldwide, questionnaires were sent to 200 managers of various marinas on five continents, in order to receive a representative sample. The questionnaires were distributed for the most part via e‐mail (where an address was available), some by fax and additional questionnaires were distributed at the international ICOMIA conference for marina managers held in Sydney, Australia. Overall, 138 marina managers replied. The statistical analysis applied in the study is a structural equations analysis, which is known in the literature as covariance structure modeling and structural equations modeling (SEM).

The correlation between government intervention and occupancy is a negative correlation, meaning that the greater government intervention, the lower occupancy rate. The correlation between crowding and occupancy is a positive one. The remaining correlations are not significant. This shows that it is not possible to claim a relationship between the occupancy index and the other variables examined: view, services, level of security/safety, environmental protection, distance from competitors, proximity to customer/city and local community.

The study offers a method of classifying variables according to which marinas can be characterized. Second, these criteria are placed in clusters viewed by the marina managers as being related to one another, adding structure to the process of classification, which is similar to the “conceptual map” that exists in the minds of the marina managers.

This research provides corroborative empirical evidence to the hypothesis that occupancy can be used as a proxy for marina's profitability. Finally, the model provides tools for strategic planning and ongoing management of an existing marina and/or for the establishing of a new marina.

The purpose of this paper is to examine operational-level implementation issues regarding mergers and acquisitions (M&As) in general, and resource combination and integration at the functional marketing level in particular.

The paper introduces four factors (i.e. collaboration, interaction, marketing synergy, and the realignment of marketing resources) that support successful M&A marketing integration and enhance overall M&A performance.

The results indicate that marketing synergy and the realignment of marketing resources contribute significantly to the extent of integration. At the same time, the authors find a significant but negative relationship between the interaction dimension and the speed of integration.

The cultural integration of firms that feature different management styles and organizational cultures has been recognized as a particularly challenging aspect of cross-border M&As. This study explains factors that contribute to effective marketing integration in M&As.

This paper aims to provide an alternative method of building quality collections for Jewish Studies collection development professionals in small and medium‐sized academic libraries with highly restricted budgets.

Sources of Jewish Studies literary awards were identified and a detailed analysis of awarded books' subjects and the publishing sources was conducted.

The results show that awarded books cover a vast variety of subjects of interest to Jewish Studies collections. Since many of them are also published by academic presses, the use of identified Jewish Studies book award sources should be considered by bibliographers responsible for building Jewish Studies collections in non‐sectarian college libraries with very limited budgetary resources.

The “one stop” access to all award sources and awarded books provides an easy access to otherwise dispersed information.

The comprehensive list of awards, nominated and winning titles, as well as the subject analysis presented herein, is the first of its kind. This can be used by Jewish Studies bibliographers to build and improve their collections and can also serve as a model for building other interdisciplinary subject collections.