Journal of International Business Studies

, Volume 40, Issue 3, pp 468–489

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.


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

Copyright information

© Academy of International Business 2008

Authors and Affiliations

  1. 1.San José State UniversitySan JoseUSA
  2. 2.INSEADFontainebleauFrance
  3. 3.Florida Atlantic UniversityBoca RatonUSA

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