Culture and integretion problems in international mergers and acquitions

Abstract

International mergers and acquisitions frequently fail in the integration phase, with cultural differences a major contributory factor. With reference to many European examples of M and As, René Olie of Limburg University explores various obstacles to merger success and develops a dynamic model of merger stability. He concludes that the successful integration of an international merger is a very long process which is assisted by a sense of parity and common management programs, tasks and goals.</p