Post-Investment Monitoring. Intercultural Synergy Valuation (eBook, PDF)
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This monograph is focused on post-investment issues, particularly on intercultural synergy, and merger and acquisition performance. The merger and acquisition reasons are the result of globalization, of the need of growth and of achieving synergies. Most of the professionals consider that merger and acquisition is one of the most significant business phenomena in the past decades, but warn about the dangers of merger and acquisition. The most challenging part of the merger and acquisition process is the integration of two entities that present different organizational and national cultures. Th...
This monograph is focused on post-investment issues, particularly on intercultural synergy, and merger and acquisition performance. The merger and acquisition reasons are the result of globalization, of the need of growth and of achieving synergies. Most of the professionals consider that merger and acquisition is one of the most significant business phenomena in the past decades, but warn about the dangers of merger and acquisition. The most challenging part of the merger and acquisition process is the integration of two entities that present different organizational and national cultures. This monograph emphasizes the relationship between culture, post-merger integration processes, and merger and acquisition performance. This monograph exerts to find an explanation for merger and acquisition performance in terms of the impact that cultural differences have on the post-merger integration process. It emphasizes the role of post-investment monitoring and intercultural synergies achievement. This monograph offers an extensive insight of the merger and acquisition process inasmuch as merger and acquisitions are a complex domain demanding an interdisciplinary approach. This book is seeking to deepen the apprehension of the impact of cultural differences on merger and acquisition performance. merger and acquisition performance can be characterized by ambiguity of the concept and a lack of concurrence on measurement procedures. This monograph reveals that cultural synergy can be produced by similarities in organizations but at once by differences. The empirical results deliver contradictory outcomes. Intercultural synergy might be highly significant after the merger or on the contrary have an insignificant effect on firms' performance or even a negative impact. The findings regarding the cross-cultural integration aspects are contradictory and the relation between merger and acquisition performance and intercultural synergy is still to be refined. The findings of this book suggest that intercultural synergy is a significant and controversial issue of cross border merger and acquisitions. Some inconsistent results suggest the need for further research on post-merger integration. The main goal of this book is to uncover intercultural issues that managers encountered during the post-investment phase and they should have discovered during the pre-investment phase. Intercultural synergy has a strong impact on merger and acquisition. Both national and organizational cultures are determinants for maximizing the intercultural synergy. This monograph integrates the research on national, organizational and professional culture, into a theory of merger and acquisition performance and outcome. It investigates not only the outcomes and intercultural synergy but also the perception on these issues. n the area of intercultural management, this book reveals that the culture clusters make for a very helpful and strong tool. It appears that national culture might influence perceptions on merger and acquisition in some culture clusters much more than in others. merger and acquisition professionals may benefit from a deeper understanding of cultural values that shape the post-merger integration process and implicitly the merger and acquisition performance. The companies that minimize the importance of post-investment monitoring expose themselves to a higher risk of failure. The expectation of the author of this monograph is that the conclusions would help forewarn merger and acquisition scholars and practitioners of the need to thoroughly understand the cultural issues influencing the post-merger and acquisition processes. This monograph will be useful for academic researchers, postgraduate students, for MBA/Executive Education and for practitioners.
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