Cultural Conflict and Merger Failure: An Experimental Approach

By Roberto A. Weber, Colin F. Camerer. Management Sciences, 2003

651 citations recorded by the source corpus.

Subfields: Demography, Management Science and Operations Research, Safety Research

View Paper: https://www.semanticscholar.org/paper/efe7429254403ae380f619e770ce9057ae267cb7

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Citations in the corpus

On the origin of shared beliefs (and corporate culture) (2010, positive): “Weber and Camerer (2003) focus on ‘communication codes’ as an expression of corporate culture and show experimentally that ‘merging’ groups with different communication codes reduces the joint group’s performance.”
Organizational Learning: From Experience to Knowledge (2011, neutral): “Knowledge can also be embedded in aspects of the organization's latent context such as its culture (Weber & Camerer, 2003).”
Towards a unified science of cultural evolution. (2006, background): “…use of natural language in social learning (e.g., Chaudhuri et al. 2005; Nyarko et al., forthcoming; Schotter & Sopher 2003; 2006; forthcoming; Weber & Camerer 2003) is beginning to show that communication with natural language, and not just observations of others, may play a critical role in…”
What Determine Financial Analysts' Career Outcomes During Mergers? (2009, methodology): “14 Weber and Camerer (2003) use an experimental approach to illustrate the difficulty of integrating different corporate cultures and the likely role of ‘culture clashes’ in merger failures.”
Do Workgroup Faultlines Help or Hurt? A Moderated Model of Faultlines, Team Identification, and Group Performance (2009, background): “Strong and distant information-based faultlines may result in subgroup members speaking " different languages " and making it difficult to share tacit knowledge within a group (Weber and Camerer 2003).”
Learning from Experience in Software Development: A Multilevel Analysis (2007, background): “Having a shared coding scheme—in the form of codes, symbols, anecdotes, and rules about appropriate statements (Weber and Camerer 2003)—enables effective communication to take place between individuals in the same organizational unit.”
Individual Experience and Experience Working Together: Predicting Learning Rates from Knowing Who Knows What and Knowing How to Work Together (2005, background): “Experience working together also improves coordination by enabling members to anticipate each other’s actions and by developing special languages and shorthand ways of communicating (Weber and Camerer 2003).”
Curvilinear relationship between cultural distance and equity participation: An empirical analysis of cross-border acquisitions (2011, background): “Differences in the culture between the two organizations, in particular, the problems associated with integrating the American style and the German style of working were seen as the major reasons for the failure of DaimlerChrysler (Vlassic and Stertz, 2000; Weber and Camerer, 2003).”
Redesigning Teams and Incentives in a Merger: An Experiment with Managers and Students (2004, positive): “This point has been successfully made in the context of a merger by Camerer and Weber (2003) who show that performance decreases following the merger of two laboratory firms because of failure in coordination. In this paper, we design an experiment to analyze the relationship between executive compe”
Learning from Repetitive Acquisitions: Evidence from the Time between Deals (2013, neutral): “…synergies and acquisition profits depends on effective post-acquisition integration (see, e.g., Datta (1991); Chatterjee et al. (1992); Larsson and Finkelstein (1999); Weber and Camerer (2003)). regulatory issues (e.g., intervention of the Federal Trade Commission and/or Department of Justice).”
To Merge, Sell, or Liquidate? Socioemotional Wealth, Family Control, and the Choice of Business Exit (2019, neutral): “…Eisenhardt, & Roundy, 2010), the agency issues involved with being a partial owner (e.g., Balcaen, Manigart, Buyze, & Ooghe, 2012; Lang et al., 1995), and uncertain future returns (vs. a sale or dissolution that involves an upfront payment; Ravenscraft & Scherer, 1989; Weber & Camerer, 2003).”
Recipient design in human communication: simple heuristics or perspective taking? (2012, methodology): “In this section we present the methods that were relevant for acquiring the behavioral data that we analyzed.”