12 research outputs found
Examining the impact of the cultural dimension of uncertainty avoidance on staffing decisions: a look at US and German firms
Cancer and communication: similarities and differences of men with cancer from six different ethnic groups
Understanding What Binds Teachers Together: Workplace Culture Amongst EFL Teachers in Thailand
Diversity Management in a Multi-cultural Society: An Exploratory Study of Cultural Diversity and Team Sport in Australia
Merging without alienating: interventions promoting cross-cultural organizational integration and their limitations
Foreign direct investment, particularly cross-border mergers and acquisitions can spawn a range of individual-level outcomes from cross-cultural adjustment and synergistic learning, on the positive side, to work alienation, on the negative. Unsuccessful navigation of these individual-level outcomes leads to failed integration that can seriously affect the realization of desired organizational outcomes such as successful technology transfer, knowledge-sharing, and the general realization of global growth. By means of an iterative between-methods triangulation, the study surfaces cross-cultural work alienation as a phenomenon that can limit the overall success of such ventures, and identifies interventions that help to promote successful post-merger integration. Journal of International Business Studies (2009) 40, 468–489. doi:10.1057/jibs.2008.80