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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.

This article presents examples of culture clashes in global joint ventures and shows how to overcome them. As organizations expand their business globally, they are faced with cultural differences in individual, organizational, and national cultures. Typical daily clashes are highlighted among American, Japanese, Asian, and European managers during routine business activities such as business meetings, presentations, and technology transfers. The uniqueness of each culture is compared and contrasted during such processes. The author also presents the Multicultural Management (MCM) Process, which has been developed and presented to over 1,000 managers worldwide as an effective method in enhancing their culture competency when dealing with international management issues.

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.

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.

This paper aims at analyzing salient cultural transformations and their implications for business and management.

First, the interpretative approach is explained, and its adoption is justified. Then, seven major cultural transformations associated with globalization are identified and analyzed. Finally, business and management implications are discussed.

The cultural trends/transformations caused by or associated with globalization include convergence, divergence, hybridization, the clash of cultures/civilizations, diversity, multiculturalism, time-space compression, temporal acceleration, short-termism, risk, insecurity and uncertainty.

This study, like any other interpretative study, is limited in its internal validity. Furthermore, some scholars may have different perspectives on cultural transformations, such as clash of cultures, diversity, multiculturalism and risk society.

At the methodological level, this paper adopts an interpretative research design and takes into consideration historical, contextual and social components of culture. While the culture in management is often conceptualized as bipolar and mutually exclusive dimensions, this study offers a more versatile conceptualization of culture.

When companies internationalize, the dimension of individual national cultures needs to be considered in conjunction with corporate culture. Theme parks deliberately set out to portray the cultures and fantasies of other times and places, thereby compounding the issues affecting corporate and national cultures. Explores the tensions that the corporate culture of Walt Disney Corporation imposes on its French subsidiary, Euro Disney SCA, to determine if the resultant conflict has contributed to its poorer‐than‐expected performance. Using the three‐level construct of culture proposed by Schein an examination of the corporate culture of Disney will be made with particular reference to its programme of internationalization and the ultimate “clash” of its corporate culture with French national culture. The strength of Disney's corporate culture has led to conflict, and blinded the organization to the differences in the surrounding local culture.

The purpose is to expand our understanding of different organizational group interactions in crises and extend the Competing Values Framework of organizational culture into three first responder groups – firefighters, police and emergency medical technicians. Because unique organizational culture is a critical element in the success or failure of any organization, when organizations combine during crisis, failure often results. The authors examined the cultures of first responders in a crisis to determine whether differences in cultural type might explain some failures.

Using the Competing Values Framework for organizational culture, the authors examined literature on the three first responder cultures. The literature is available on the failure of these organizations to work together in crisis, but little on the deep organizational reasons for these failures.

In view of the different challenges each profession faces and ways they organize to address those challenges, self-directed coordination of these three distinct groups may be optimal, rather than an overall system of command and control. This can be visualized when the authors examine the three cultures using the Competing Values Framework. The authors discuss specific reasons for problems in crisis coordination and give suggestions on coping with three or more different cultures.

This is a literature review and conceptual paper. A meta-analysis of incidences would be helpful.

When disparate organizations work together, culture may interfere with cooperation and coordination. Taking organizational culture into account will enable operations with less friction. In this paper, the authors explain why.

Lack of cooperation and coordination among firefighters, police and EMTs could create loss of life or property. Understanding potential cultural differences will help the disparate groups work together better.

The authors examine organizational culture differences in detail as a reason for the failures of coordination of first responders in crisis. In addition, the authors extend the Competing Values Framework to these essential groups of first responders. The authors are the first to propose a taxonomy of culture for these three groups, based on the Competing Values Framework.

Cultural, social, and psychological perspectives on mergers assume conflict to be an important mediator of post-merger outcomes. Yet, despite a growing literature on the human side of mergers, conflict in mergers remains poorly understood.

Based on the disputing perspective and negotiated order theory, a contextual and dynamic approach is presented along with propositions to guide future empirical research in the form of a process model of post-merger order negotiation.

When negotiating the post-merger order, different issues emerge that are embedded in the broader context of the merger.

Adopting this theoretical framework allows us to understand the intergroup dynamics and antagonistic behavior observed in mergers.

The purpose of this paper is to examine value change and changed consciousness with reference to three projects operated by a Guatemalan volunteer organization.

An extreme case field study design is used. It was extreme in terms of Hofstede’s cultural dimension individualism versus collectivism. Semi-structural interviews were held with 28 staff members in local projects, 43 volunteer tourists and the Guatemalan Country Manager. Two tests to measure cultural psychological concepts were held with 151 children (M = 12.26, SD = 2.96) and the volunteer tourists (M = 25.54 years old, SD = 13.07 years). Finally, an ethnographical analysis was made through volunteering at each of the three projects for one month.

All but two volunteer tourists had positive volunteer experiences. The culture clash did not influence the positive experience of each other, but neither did value exchange occur.

It is crucial for volunteer tourists to address the needs of the host community, for the volunteer organization to offer projects wherein people really are in need and for researchers, media and non-governmental organization watchers to generate more transparency at the volunteer organizations.

This paper focuses on all stakeholders in relation to the volunteering experience. More specifically, it focuses on the cultural differences of stakeholders to examine the relative influence on volunteering. Furthermore, this paper introduces new concepts like the hidden fact and awareness change.

Arnold Toynbee, the famous British historian and philosopher, argues that modern society should achieve a kind of universal peace in the new millennium. Toynbee asserts strongly that wars and culture clashes destroy the foundation of a civilization. He states: a comparative study of recognized civilizations all over the history shows that social destruction is a disaster whose secret hidden key could be found in the nature of war. In fact, principally, when a war is provoked by a civilization, it is also an independent cause for its destruction.