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Strategic Alliances, Mergers and Acquisitions

The Influence of Culture on Successful Cooperation Edited by the late Jan Ulijn, former Professor of International Entrepreneurship, Innovation and Culture, Open University and Emeritus Jean Monnet Chair, Eindhoven University of Technology, Geert Duysters, Tilburg University and Elise Meijer, Eindhoven University of Technology, the Netherlands
This unique book focuses on the link between different types of culture (national, corporate, professional) and the success of strategic alliances, mergers and acquisitions.
Extent: 304 pp
Hardback Price: $149.00 Web: $134.10
Publication Date: 2010
ISBN: 978 1 84844 336 5
Availability: In Stock

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  • Business and Management
  • International Business
  • Strategic Management
This unique book focuses on the link between different types of culture (national, corporate, professional) and the success of strategic alliances, mergers and acquisitions.

Over the past decades we have seen a significant increase in the number of strategic alliances, mergers and acquisitions. Despite this proliferation many recent studies have reported high failure rates. This failure is often attributed to cultural differences between partners, which has led to a growing body of literature on the subject. To date, most of these studies have focused on national and corporate culture, whereas this book also places particular emphasis on the importance of culture at the professional level. The authors clearly show that all three levels of culture may have a profound impact upon the ultimate success or failure of alliances, mergers and acquisitions.

Researchers in the field of international business, strategic management, and strategic alliances, mergers and acquisitions will find this book to be of invaluable interest. Managers in multinational corporations and international business students should also not be without this important resource.
‘Organizational flirts and marriages – alliances, mergers and acquisitions – are dramatic examples of how soft cultures can produce hard facts of success or failure. Decisions born from human vanity can lead to destruction of human capital. The chapters selected by Ulijn, Duysters and Meijer illustrate the many facets of organizational family life for the scholar and, hopefully, for the decision-maker who considers another move.’
– Geert Hofstede, author of Culture’s Consequences
Contributors: C.L. Cooper, T.K. Das, M.F. de Jager, J.F. den Hertog, V. Dimovski, G. Duysters, J. Eppink, J.-M. Fèvre, G. Fink, V.A. Gilsing, F. Grotenhuis, G.J. Hofstede, N.J. Holden, R. Kaše, R. Kumar, N.N. Kwanjai, E. Meijer, D. Peljhan, M. Škerlavaj, M. Tekavčič, J. Ulijn, B. van der Heijden, B. Walrave, N. Zupan

Preface: Filling the Gap in Strategic Alliances, Mergers and Acquisitions
Cary L. Cooper

Culture, Strategic Alliances, Mergers and Acquisitions: An Introduction
Elise Meijer, Geert Duysters and Jan Ulijn

1. Strategic Alliances and Culture in a Globalizing World
Rajesh Kumar and T.K Das

2. Why do International Alliances Fail? Some Insights from Culture and Human Social Biology
Gert Jan Hofstede

3. Creating a Supportive Culture for Corporate Entrepreneurship: Balancing Creativity and Discipline for the Development of Radical Innovation by Interfirm Cooperation
Bob Walrave, Victor A. Gilsing and Michiel F. de Jager

4. Culture and its Perception in Strategic Alliances: Does it Affect Performance? An Exploratory Study into Dutch–German Ventures
Jan Ulijn, Geert Duysters and Jean-Marie Fèvre

5. Cultural Differences and Homogeneity in Strategic Alliances: The Case of Trimo Trebnje (Slovenia) and Trimo VSK (Russia)
Metka Tekavčič, Vlado Dimovski, Darja Peljhan and Miha Škerlavaj

6. Strategic Importance of Organizational Culture in the Context of Organizational Growth through Acquisitions: The Case of the Helios Group
Nada Zupan and Robert Kaše

7. Cross-border Marriages: Dutch–Japanese and Dutch–American Combinations
Frits Grotenhuis

8. Managing Potential Conflicts in a European Banking Alliance in ICT: Study of Intro- and Mutual Perception Combined for a Cultural Fit
Jan Eppink, Jan Ulijn and Beatrice van der Heijden

9. Portrait of an Odd-eyed Cat: Cultural Crossing as a Trademark for a Dutch–Thai Strategic Alliance
Nantawan Noi Kwanjai and J. Friso den Hertog

10. Resistance to the Transfer of Management Knowledge in International Ventures: Steps Towards a Pathologic Interpretation
Gerard Fink and Nigel J. Holden