A New Research Agenda for Managing Socio-Cultural Integration

Abstract

Post-acquisition socio-cultural integration has received increasing attention from both scholars and practitioners since the early 1990s. During the past decade, research has increasingly focused on emotions and identity in mergers and acquisitions (M&As). This chapter introduces the reader to the vibrant research field and its relevance. This section sets the scene for the book, which provides a deeper understanding of how emotionsboth positive and negativeas well as values and identity enable a deeper socio-cultural integration after a merger or acquisition, and how leadership plays a crucial role in making it all happen. This chapter also highlights how the Nordic approach to post-acquisition socio-cultural integration refers to a large community of Nordic academics focusing on the softer social and human side of acquisition, often relying on a huge variety of qualitative methods, and to Nordic companies that are not afraid of adopting a more collaborative approach to post-acquisition integration.

Integration team members' approaches to uncertainty management in M&A

“…Nevertheless, a number of studies have questioned the ability of management to establish control (e.g., Buono & Bowditch, 1989), arguing that the complexity of the post-acquisition integration process extends beyond the managerial scope of control and calls for emergent rather than planned actions. There are a number of studies that do not subscribe to the notion of post-acquisition integration being a controllable process, raising awareness about such issues as politics, ambiguities, merger syndrome, and emotions (e.g., Hassett & Nummela, 2018;Marks & Mirvis, 1986;Risberg, 2001Risberg, , 2003Vaara, 2003). At the same time, the dynamic nature of the process suggests that it is difficult to estimate and prevent emerging uncertainties, tensions, and stresses that have a disruptive impact on organizational processes.…”

The individual nature of cultural friction in cross-border M&As: exploring the role of face when working with Asian counterparts

“…Sociocultural integration in M&As is defined as “a specific dimension focusing on the human, social and cultural aspects of the post-acquisition integration process” (Hassett and Nummela, 2018, p. 16). It is a dynamic and gradual process in which managers and employees must learn to work efficiently and effectively together (Stahl et al.…”