Acculturation Process in Cross-border M&A: A Case Study of a Brazilian Automobile Firm

  • Bruno de Oliveira CarvalhoEmail author
  • Mário Henrique Ogasavara
Part of the AIB Latin America book series (AIBLAT)


Cross-border merger and acquisition (M&A) practices are increasing around the world. The M&A processes require the acquirer to adapt not only to the national culture that is unfamiliar, but also to deal with a new organizational culture. This chapter analyzes the acculturation process in a cross-border acquisition of a domestic firm by a foreign multinational company in the automobile industry in Brazil. We applied the framework developed by Nahavandi and Malekzadeh (Acad Manag Rev 13:79–90, 1988) that has not been empirically tested. This chapter applies a qualitative approach using a case study analysis. The data was obtained through in-depth interviews with 14 managers involved in pre- and post-acquisition processes. Content analysis showed that managers from the acquired company perceive the acculturation as integration and assimilation; while managers of the acquirer firm consider separation as the mode of acculturation. Such differences in acculturation seem to increase the stress in the M&A process. Furthermore, there are some cultural differences and difficulties in the process, which still make it hard to leverage the results of the new company.


Merger and acquisitions Acculturation process Automobile industry Multinational company Brazil 


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© The Author(s) 2019

Authors and Affiliations

  • Bruno de Oliveira Carvalho
    • 1
    Email author
  • Mário Henrique Ogasavara
    • 2
  1. 1.Unifanor WydenFortalezaBrazil
  2. 2.ESPM (Escola Superior de Propaganda e Marketing)São PauloBrazil

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