Journal of International Business Studies

, Volume 40, Issue 3, pp 468–489

Merging without alienating: interventions promoting cross-cultural organizational integration and their limitations

Authors

    • San José State University
    • INSEAD
  • Mark F Peterson
    • Florida Atlantic University
Article

DOI: 10.1057/jibs.2008.80

Cite this article as:
Brannen, M. & Peterson, M. J Int Bus Stud (2009) 40: 468. doi:10.1057/jibs.2008.80

Abstract

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.

Keywords

post-merger integration cross-cultural work alienation bicultural organizations international organizational behavior foreign direct investment

Copyright information

© Academy of International Business 2009