While the study of international mergers and acquisitions has taken place from many perspectives, this quantitative research focused on talent retention at the integration stage of the transaction: specifically, both the national culture and the organizational culture aspect of the impact on the acquired employees’ continued employment decision. In all, 329 Chinese, American, German, and Swiss employees that had been acquired by an American global pharmaceutical company were invited to participate in an online survey. The majority of the respondents were from Germany and Switzerland. The findings revealed that the acquired employees valued adequate organizational leadership, human resource practices, the work environment, and employee relations highly when it comes to employment. The difference between their nationalities and the employer’s was a secondary consideration. The discovery informed practitioners that one of the key integration strategies was to merge organizational culture with a touch of national flair. Likewise, the organizational culture fitness, rather than any national culture differences, should be the focal point during the culture due diligence. Respecting different norms and customs in a different country without sacrificing one’s ethical beliefs should always be taken into consideration when operating in a foreign country. The research is unique in the way that it assessed both national, as well as organizational cultural gaps and how the gaps influenced the continued employment decision. A similar approach has not been observed in the international mergers and acquisitions (IM&A) studies to date. Researchers are urged to generate more responses through multiple transactions completed by the same buyer from other countries to assess the reliability of the claims made by this study.
|Advisor:||Isakovic, Adrienne A.|
|Commitee:||Laviolette, Bruce, Morgan, James|
|Department:||School of Business and Technology|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 77/03(E), Dissertation Abstracts International|
|Keywords:||Hofstede, Leadership, Mergers and acquisitions, National culture, Organizational culture, Talent management|
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