The contribution of intercultural management to the success of international mergers and acquisitions: An analysis of the EADS group

Barmeyer, Christoph; Mayrhofer, Ulrike

doi:10.1016/j.ibusrev.2007.12.001

Cited by 54 publications

(28 citation statements)

References 17 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…; Olie ; Shanley and Correa ). A new organizational identity is the result of social construction processes as well as leadership interventions (Barmeyer and Mayrhofer ; Drori et al . ; Langley et al .…”

Section: Resultsmentioning

confidence: 97%

“…; Schoenberg ; Stahl and Voigt 2008; Teerikangas and Very ). Managing the acculturation process is particularly important in the case of large cultural differences (Barmeyer and Mayrhofer ; Choi et al . ; Olie ) and strong hierarchies (Barmeyer and Mayrhofer ; Froese and Goeritz ), but the possibilities for managers to do so are limited (Quah and Young ; Riad ).…”

Section: Resultsmentioning

confidence: 99%

“…Integration processes also often imply changes in organizational identity that can affect employees' perception of the integration process (Dick et al 2006;Olie 1994;Shanley and Correa 1992). A new organizational identity is the result of social construction processes as well as leadership interventions (Barmeyer and Mayrhofer 2008;Drori et al 2013;Langley et al 2012;Vieru and Rivard 2014).…”

Section: Leadership and Communication-based Interventionsmentioning

confidence: 99%

See 2 more Smart Citations

The Challenge of Integration: A Review of the M&A Integration Literature

Steigenberger

2016

Int J Management Reviews

125

126

View full text Add to dashboard Cite

The integration of acquired or merging firms is a key driver of the success or failure of mergers and acquisitions (M&As). Over the last 30 years, a substantial body of research has addressed M&A integration, offering rich but widely dispersed insights into this phenomenon. This paper takes stock of the current knowledge, based on a review of articles published in scholarly journals. The review advances the conceptual understanding of the phenomenon by inductively developing an overarching framework for the M&A integration literature, where integration success is a function of context, structural and communication‐based interventions, which interact with collective sensemaking processes and negotiations among integration stakeholders. Based on this framework, a research agenda is suggested. I proposes that, in particular, the interaction between structural interventions and leadership warrants further study. Also, little is known about integration project management and integration team composition or the interaction between integration context and collective sensemaking processes. Finally, there is a shortage of research on temporal dynamics within integration projects. The review demonstrates that M&A scholars made substantial progress regarding our understanding of the M&A integration process, yet much remains to be done.

show abstract

Section: Resultsmentioning

confidence: 97%

Section: Resultsmentioning

confidence: 99%

Section: Leadership and Communication-based Interventionsmentioning

confidence: 99%

See 1 more Smart Citation

The Challenge of Integration: A Review of the M&A Integration Literature

Steigenberger

2016

Int J Management Reviews

125

126

View full text Add to dashboard Cite

show abstract

“…This is particularly noticeable among public utilities. The 1998 liberalisation of the German energy market opened up entry opportunities for foreign utilities, which French state-owned operators EDF and GDF were swift to seize (T1-A8, T3- EADS, sole substantial merger of French and German companies, deserves attention since it has been subject of serious inter-state rivalries (Barmeyer and Mayrhofer 2008). Airbus, in particular, which represents nearly two thirds of the company's turnover, was from the outset a joint state-directed attempt to create a 'merger of equals' between French and German aircraft companies.…”

Section: The Most Emblematic Linkagesmentioning

confidence: 99%

Industrial Nationalism versus European Partnerships: An Analysis of State-Led Franco—German Interfirm Linkages

Trouille

2014

Environ Plann C Gov Policy

View full text Add to dashboard Cite

Abstract:This paper examines the impact of state intervention in French-German inter-firm linkages and discusses the implications of conflicting national interests for the furthering of single market integration. It demonstrates that despite initial success in launching large-scale cross-border alliances in strategic sectors, France and Germany have remained divided by their own industrial nationalism. It argues that their respective attitudes towards industrial policy are less contradictory than would appear at first sight, but that transcending industrial nationalism by Europeanising the notion of economic patriotism would be an essential pre-condition for a more efficient EU-wide industrial policy within a better integrated internal market.

show abstract

“…Otro ejemplo, en la constitución del consorcio aeronáutico EADS formado por Aerospatiale-Matra (Francia), DASA (Alemania) y CASA (España) y con el fin de resolver las significantes diferencias en la cultura corporativa de las empresas matrices, EADS aplicó una política de recursos humanos orientada a construir un "espíritu de EADS" que trabajó en la armonización e integración de todo el personal. Además la incorporación de 1.500 nuevos trabajadores facilitó la consolidación de una nueva cultura corporativa (Barmeyer & Mayrhofer 2008). Sin duda, estas medidas inculcadas a través de la socialización ayudaron a construir unas prácticas culturales similares nuevas que fueron la base de la nueva cultura corporativa de EADS.…”

Section: Las Similitudes De Prácticas Culturalesunclassified

Marco conceptual de una cultura sistémica en las redes virtuales de fabricación global

Arto

Monroy

2009

Pecvnia

View full text Add to dashboard Cite

En este trabajo se analizan los factores más relevantes de la cultura organizacional que aparecen en las Redes Virtuales de Fabricación Global (RVFG). Estas organizaciones están formadas por empresas muy dinámicas que fabrican todo tipo de productos o servicios, las cuales establecen entre sí relaciones de tipo horizontal y vertical, pudiendo incluso ser competidores, donde no es necesario mantener internamente grandes recursos fabriles sino gestionar y compartir eficientemente los recursos de la red. El estudio de la cultura organizacional a nivel de red incluye aspectos como la similitud de las prácticas culturales entre sus actores, la integración social, la transferencia de conocimiento tácito o la importancia de la confianza en la red. Son, en definitiva, los aspectos blandos o "soft factors" de las RVFGs y constituyen uno de los aspectos fundamentales en el funcionamiento eficiente de las mismas. Mediante el modelo teórico propuesto se analizarán todos los factores culturales relevantes en las colaboraciones interempresariales, así como la posible existencia de una cultura organizacional a nivel de red. La presencia, bajo una perspectiva sistémica, de unos valores y prácticas culturales homogéneas en las que se puedan identificar los actores de la red permitiría fortalecer la pertenencia al grupo o establecer una red social que subyaga a la propia RVFG y que facilite e incremente las interacciones entre sus miembros. La factibilidad de este planteamiento facilitaría la formación de nuevas RVFGs al poder establecer, ex ante, un modelo prescriptivo cultural a nivel de red. Finalmente, para validar el modelo propuesto, se aplicará la metodología del caso a un ejemplo de la industria aeronáutica que ha constituido una de las relaciones con más éxito dentro de las RVFGs, la colaboración entre GE y SNECMA para la fabricación del motor CFM 56.<br /><br />This paper analyzes the most relevant factors of organizational culture that appear in the global manufacturing virtual network (GMVN). These organizations are formed by very dynamic companies that manufacture all types of products or services, which establish horizontal and vertical relations among themselves, in some cases between direct competitors, where it is not necessary to maintain large internal manufacturing resources but manage and share these resources efficiently in the network. The study of organizational culture at the network level includes aspects such as cultural similarity among its actors, social embeddedness, tacit knowledge transfer or the importance of trust in the network. They are ultimately the soft factors of GMVNs and represent one of the key aspects for the efficient operation thereof. The proposed theoretical model will permit to analyze all relevant cultural factors in inter-company collaborations, as well as the possible existence of an organizational culture at the network level. The presence, under a systemic perspective, of homogeneous cultural values and practices in which network actors can be identified would strengthen the group membership or would establish a social network that underlies the own GMVN and facilitates interactions among its members. The feasibility of this approach would facilitate the formation of new GMVNs by establishing, ex ante, a cultural prescriptive model at the network level. Finally, to validate the proposed model, the case methodology will be applied to an example within the aeronautical industry that has been one of the most successful relationships within GMVNs, the collaboration between GE and SNECMA for the CFM 56 engine manufacturing.<br /><br />

show abstract

The contribution of intercultural management to the success of international mergers and acquisitions: An analysis of the EADS group

Cited by 54 publications

References 17 publications

The Challenge of Integration: A Review of the M&A Integration Literature

The Challenge of Integration: A Review of the M&A Integration Literature

Industrial Nationalism versus European Partnerships: An Analysis of State-Led Franco—German Interfirm Linkages

Marco conceptual de una cultura sistémica en las redes virtuales de fabricación global

Contact Info

Product

Resources

About