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The effects of culture clash on international mergers in the high tech industry

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  • Yaakov Weber
  • Shlomo Yedidia Tarba
  • Ziva Rozen Bachar

Abstract

The present paper presents a case study of a merger between Israeli and British high-tech companies and illustrates the effect that the choice of post-merger integration approach has on the success or failure of a cross-border merger and acquisition. The study extends existing knowledge of cross-cultural management in international high-tech mergers by analysing the effects of cultural differences on the effectiveness of the symbiosis integration approach.

Suggested Citation

  • Yaakov Weber & Shlomo Yedidia Tarba & Ziva Rozen Bachar, 2012. "The effects of culture clash on international mergers in the high tech industry," World Review of Entrepreneurship, Management and Sustainable Development, Inderscience Enterprises Ltd, vol. 8(1), pages 103-118.
    • Handle: RePEc:ids:wremsd:v:8:y:2012:i:1:p:103-118
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    References listed on IDEAS

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    Cited by:

    1. Ahammad, Mohammad Faisal & Tarba, Shlomo Yedidia & Liu, Yipeng & Glaister, Keith W., 2016. "Knowledge transfer and cross-border acquisition performance: The impact of cultural distance and employee retention," International Business Review, Elsevier, vol. 25(1), pages 66-75.
    2. Longwu Liang & Zhen Bo Wang & Dong Luo & Ying Wei & Jingwen Sun, 2020. "Synergy effects and it’s influencing factors of China’s high technological innovation and regional economy," PLOS ONE, Public Library of Science, vol. 15(5), pages 1-25, May.
    3. Hossain, Mohammed Sawkat, 2021. "Merger & Acquisitions (M&As) as an important strategic vehicle in business: Thematic areas, research avenues & possible suggestions," Journal of Economics and Business, Elsevier, vol. 116(C).
    4. Tamar Almor & Shlomo Y. Tarba & Avital Margalit, 2014. "Maturing, Technology-Based, Born-Global Companies: Surviving Through Mergers and Acquisitions," Management International Review, Springer, vol. 54(4), pages 421-444, August.

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