Managing Culture in Mergers and Acquisitions

Culture is an important managerial tool for mergers and acquisitions, answering questions of how power is held and shared, how competence in transactions is achieved, what variations in values and management style lead to conflict, and how the job stresses and insecurities inherent in M&As can be ameliorated. This study of cultural issues, based on a survey of 164 senior executives and selected follow-up interviews, is designed to provide executives with a range of ideas and practices, helping them to improve the management of mergers and acquisitions and to contribute to the overall success of post-merger integration.

Topics covered:

• Power, Politics, and Leadership
• Building Core Competency
• Style and Value: Management of Cultural Differences
• Coping With Stress and Anxiety
• Success and Disappointment
• What Have We Learned

Special features:

• executive summary
• description of study plan and respondents
• more than 20 tables and charts