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Kulturunterschiede bei Mergers & Acquisitions: Entwicklung eines Konzeptes zur Durchführung einer Cultural Due Diligence

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  • Wollersheim, Jutta
  • Barthel, Erich

Abstract

Several investigations came to the conclusion that, considering in retrospect, most Mergers & Acquisitions were not successful. Differences in the corporate cultures are often quoted as being responsible for the failures. So, the question arises how such failures can be prevented in future. Conducting a Cultural Due Diligence is a possibility to examine differences in corporate cultures, even before a merger takes place. That is why, after a description of general culture concepts, we discuss various attempts at Cultural Due Diligence of consultancy firms. Referring to these attempts at Cultural Due Diligence as well as to the general culture concepts, we draft a further developed concept at the end of this working paper.

Suggested Citation

  • Wollersheim, Jutta & Barthel, Erich, 2008. "Kulturunterschiede bei Mergers & Acquisitions: Entwicklung eines Konzeptes zur Durchführung einer Cultural Due Diligence," Frankfurt School - Working Paper Series 94, Frankfurt School of Finance and Management.
    • Handle: RePEc:zbw:fsfmwp:94
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    More about this item

    Keywords

    Culture; cultural due diligence; mergers & acquisitions;
    All these keywords.

    JEL classification:

    • G34 - Financial Economics - - Corporate Finance and Governance - - - Mergers; Acquisitions; Restructuring; Corporate Governance
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • M14 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Corporate Culture; Diversity; Social Responsibility

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