Date of Conferral
Doctor of Business Administration (D.B.A.)
Ineffective cross-border merger and acquisition (M&A) strategies can negatively impact value creation. Global information and communications technology (ICT) company leaders who do not effectively manage M&As risk eventual divestiture of their acquired targets. Guided by Haspeslagh and Jemison’s acquisition integration approach model and Hofstede’s 5 dimensions of national cultural theory, the purpose of this qualitative multiple case study was to explore strategies that leaders of global ICT companies use to integrate diverse workers following cross-border M&As. The participants were 8 IMs from low context cultures who supervised acquired foreign workers primarily from high context cultures. Data were collected through semistructured interviews with participants in person or via video call and a review of company documents. Three themes emerged from Yin’s 5-phase thematic data analysis: workplace transparencies, business practices and working styles, and communication styles. The findings may assist IMs in developing favorable relationships between diverse workers to achieve multicultural integration and create new value. The implications for positive social change include potential improvement in employee relationships in merged companies that have distinct ethnic groups and diverse cultures.
Iwao, Kimihiro, "Strategies for Cultural Integration Following Cross-Border Mergers and Acquisitions" (2020). Walden Dissertations and Doctoral Studies. 8620.