The cultural cross‐border acquirer

Abstract

Wonders whether the unrelentingly high failure rate of cross‐border mergers and acquisitions (M&A) means the strategic role of M&A in the emerging global economy has been exaggerated? Asks various questions such as: is culture a myth? can culture affect M&A? and why is culture so fuzzy? Uses a two‐page panel to examine in detail the Swiss/Swedish multinational Asea Brown Boveri. Sums up that there is also an intangible aspect to culture, requiring an experiential knowledge to get things done.

Citation

Gould, B. (1998), "The cultural cross‐border acquirer", The Antidote, Vol. 3 No. 3, pp. 23-26. https://doi.org/10.1108/EUM0000000006469