Do cultural differences matter in mergers and acquisitions? A tentative model and examination¶
Stahl, G. K., & Voigt, A. (2008). Do cultural differences matter in mergers and acquisitions? A tentative model and examination. Organization Science, 19(1), 160-176.
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1 citation across 1 artifact.
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Primes¶
- Cultural Friction
- Explains why seemingly beneficial practices meet resistance, why technology transfer requires sustained negotiation, and why organizational change encounters persistent opposition—the meta-analytic pattern Stahl and Voigt (2008) document across decades of M&A culture-difference research, where cultural friction systematically degrades integration outcomes when not actively managed.
This sourceMeta-analysis of 46 studies (n = 10,710 M&A) showing cultural differences affect sociocultural integration, synergy realization, and shareholder value in different and sometimes opposing ways depending on integration strategy.
Supported in partVerified against the publisher's abstract
Meta-analysis of 46 studies finds cultural differences hinder M&A integration but also sometimes help; the abstract reports mixed effects, not systematic degradation.
“cultural differences can create major obstacles to achieving integration benefits”
- Explains why seemingly beneficial practices meet resistance, why technology transfer requires sustained negotiation, and why organizational change encounters persistent opposition—the meta-analytic pattern Stahl and Voigt (2008) document across decades of M&A culture-difference research, where cultural friction systematically degrades integration outcomes when not actively managed.
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