Facilitating Acquisition Integration Through Deep-Level Cultural Learning Interventions: A Longitudinal Field Experiment

By D. Schweiger, Philip K. Goulet. 2005

170 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3fc82d85596874423de4acc5666db1567809c899

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Citations in the corpus

M&A and innovation: The role of integration and cultural differences—A central European targets perspective (2016, background): “Morosine and colleagues state that national cultural distance affects the post-acquisition strategy (Morosini et al., 1998), while Schweiger and Goulet (2005) found that cultural distance can be bridged in the early phase of integration.”
Critical success factors through the Mergers and Acquisitions process:revealing pre- and post- M&A connections for improved performance (2013, background): “Integration Strategies (Post1) Without adequate and effective integration, the expected value to be derived from M&A is merely elusive ( Haspeslagh & Jemison, 1991; Schweiger et al., 1993; Schweiger & Goulet, 2005; Schweiger & Weber, 1989; Weber & Schweiger, 1992).”
The impact of cultural differences and acculturation factors on post-acquisition conflict ☆ (2010, background): “Studies have also included factors related to acculturation process (Larsson, 1993; Pablo, 1994; Very et al., 1996; Very, Lubatkin, Calori, & Veiga, 1997), cultural integration (Birkinshaw et al., 2000; Kavanagh & Ashkanasy, 2006), and cultural learning (Schweiger & Goulet, 2005).”
Cultural differences, convergence, and crossvergence as explanations of knowledge transfer in international acquisitions (2010, background): “Based on previous studies, we know that communication (Schweiger & DeNisi, 1991), investments in cooperation (Schweiger & Goulet, 2005), use of expatriates (Hébert et al., 2005), sociocultural training (Vaara et al., 2003a), and identity-building campaigns (Vaara, Tienari, & Irrmann, 2007)…”
The Challenge of Integration: A Review of the M&A Integration Literature (2017, background): “Schweiger and Goulet (2005) presented a quasiexperimental study where groups of employees received deep-level cultural training (cultural awareness training, cultural introspection, intense communication with employees belonging to the other culture), surface-level cultural training (limited…”
Incompatible strategies in international mergers: the failed merger between Telia and Telenor (2008, background): “…in related M&As than in unrelated M&As. Research on international M&As indicates that resolving strategic incompatibility can be particularly challenging when there are different nationalities involved (Calori, Lubatkin, & Very, 1994; Napier, Schweiger, & Kosglow, 1993; Schweiger & Goulet, 2005).”