The Culture-Performance Relationship in M&A: from Yes/No to How

By S. Teerikangas, Philippe Very. 2006

353 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/06c00412ed2da824f08cf66efc11f4ba2d8bec0e

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Citations in the corpus

Mergers and acquisitions process: the use of corporate culture analysis (2012, background): “The cross-cultural differences factor in M&A success has been the subject of contradictory and perplexing findings (Teerikangas and Very, 2006; Weber et al., 2009).”
M&A and innovation: The role of integration and cultural differences—A central European targets perspective (2016, background): “Consequently, it can be argued that the integration strategy plays an important role (Teerikangas & Very, 2006; Gomes, Angwin, Weber, & Tarba, 2013), and managing and integrating different cultures is a central issue (Grotenhuis, 2001).”
How Swiss small and medium-sized firms assess the performance impact of mergers and acquisitions (2013, neutral): “Accordingly, it is expected that cultural differences would have a negative effect on M&A performance (see Cartwright and Cooper 1996; Stahl and Voigt 2004; Teerikangas and Very 2006).”
Knowledge transfer and cross-border acquisition performance: The impact of cultural distance and employee retention (2016, background): “As argued by Teerikangas and Very (2006), prior research on M&As, with the exception of a few studies (Olie, 1994; Very et al., 1997), has generally considered only one level of culture: either national or corporate, in contradiction with the current trend toward a multi-level view of culture in…”
Critical success factors through the Mergers and Acquisitions process:revealing pre- and post- M&A connections for improved performance (2013, neutral): “…2004; Puranam et al., 2009; Puranam et al., 2006; Puranam & Srikanth, 2007; Reus & Lamont, 2009; Sarala & Vaara, 2009; Stahl & Voight, 2008; Teerikangas & Very, 2006; Weber et al., 1996; Weber et al., 2012; Weber, Tarba, & Reichel, 2009; Weber, Tarba, & Reichel, 2011; Weber & Tarba, 2012).”
The Challenge of Integration: A Review of the M&A Integration Literature (2017, background): “The management of cultural issues, with a focus on heterogeneous organizational cultures, is a cornerstone of the integration literature, covered by various specialized reviews (Rottig et al. 2013; Schoenberg 2000; Stahl and Voigt 2005 2008; Teerikangas and Very 2006).”
Dynamics of Acquired Firm Pre-Acquisition Employee Reactions (2012, background): “…among the most critical aspects (Cartwright & Cooper, 1992; Napier, 1989), alongside the cultural challenges involved (Stahl & Voigt, 2008; Teerikangas & Véry, 2006) and the difficulty of adequately managing the post-acquisition integration phase (Haspeslagh & Jemison, 1991; Larsson &…”
The impact of cultural differences and acculturation factors on post-acquisition conflict ☆ (2010, background): “Following the advice of Stahl and Voight (2005) and Teerikangas and Very (2006) to examine other cultural factors in addition to cultural differences, the following acculturation factors derived from the acculturation theory (Berry, 1980; Nahavandi & Malekzadeh, 1988) are also included:…”
Cultural differences, convergence, and crossvergence as explanations of knowledge transfer in international acquisitions (2010, background): “Such an approach has been called for in recent critical analyses of the cultural literature on mergers and acquisitions (M&As) (Angwin & Vaara, 2005; Stahl & Voigt, 2005, 2008; Teerikangas & Very, 2006).”
Sociocultural Integration in Mergers and Acquisitions: Unresolved Paradoxes and Directions for Future Research (2013, background): “…Integration The concept of speed has been little studied in the M&A context but is beginning to gain ground as a critical aspect in the M&A process and one that can determine performance outcome(s) (Angwin, 2004; Bragado, 1992; Homburg & Bucerius, 2006; Schoenberg, 2006; Teerikangas & Very, 2006).”
Towards a more balanced treatment of culture in international business studies: The need for positive cross-cultural scholarship (2014, background): “Reviews of this literature (Stahl & Voigt, 2008; Teerikangas & Very, 2006) and recent empirical research that investigated both potentially positive and adverse effects of cultural distance on the post-merger integration process (Reus & Lamont, 2009; Vaara, Sarala, Stahl, & Björkman, 2012) have…”