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Merging without alienating: interventions promoting cross-cultural organizational integration and their limitations

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  • Mary Yoko Brannen

    ([1] San José State University, San Jose, USA [2] INSEAD, Fontainebleau, France)

  • Mark F Peterson

    (Florida Atlantic University, Boca Raton, USA)

Abstract

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. Journal of International Business Studies (2009) 40, 468–489. doi:10.1057/jibs.2008.80

Suggested Citation

  • Mary Yoko Brannen & Mark F Peterson, 2009. "Merging without alienating: interventions promoting cross-cultural organizational integration and their limitations," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 40(3), pages 468-489, April.
    • Handle: RePEc:pal:jintbs:v:40:y:2009:i:3:p:468-489
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