National and corporate cultural fit in mergers/acquisitions: an exploratory study

Article Abstract:

Cultural fit has been recognized as a potential determinant of success in mergers and acquisitions. However, the concept has not yet been fully explored. To fill this shortcoming, a study was conducted to examine the role of national and corporate cultural fit in forecasting good integration between merging companies. The cultural fit in the international and domestic mergers was investigated using the innovative, nonparametric co-plot method, which facilitates the concurrent examination of both variables and observations. Results provide confirmation to the notion that national and corporate culture are independent constructs with variable attitudinal and behavioral correlates. Implications are discussed.

Acquisitions and mergers, Corporate culture, Cross-cultural orientation, Cross cultural training

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Leader style in strategy and organizational performance: an integrative framework

Article Abstract:

By means of reviewing existing literature about the role of leaders in determining organizational strategy, an integrative analytical framework is developed. The framework considers the leader to be key to both the formulation and implementation of strategy. It further identifies factors that moderate the leader's impact on strategy. Hypotheses are presented along with implications for future research regarding the role and impact of leadership. (Reprinted by permission of the publisher.)

Psychological aspects, Social aspects, Organizational effectiveness, Leadership, Corporate officers

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