Abstract
This work examines the role culture played in three major cross-border mergers and acquisitions: DaimlerChrysler (Germany-USA), Volvo-Geely (Sweden-China), and Kraft-Cadbury(USA-UK). While each of these cases presents its own idiosyncrasies and unique context,
all of them illustrate how cultural differences play a critical role in the integration process of
an M&A.
Several common cultural issues were observed across all three cases, including the
“Us-versus-Them” syndrome, conflicting views on hierarchy, decision-making, and authority, misaligned communication and operational styles, and resistance to change.
The analysis of these case studies revealed several key findings, including:
The critical role of leadership in modeling intercultural openness and fostering integration.
The importance of open communication channels and structured trust building to
reduce cultural friction.
The way employees who feel psychologically safe during a merger are more likely
to stay at a company rather than find a different workplace.
The organization of cultural initiatives enables employee groups to learn about each
other’s cultures and build trust between parties that are initially skeptical of one another.
The way organizational clashes that are rooted in the cultural discrepancies presented above can ultimately lead to integration failure.
The importance of one’s culture as a determining factor in communication and collaboration styles.
| Date of Award | 2025 |
|---|---|
| Original language | English |
| Supervisor | Thomas Holzmann (Supervisor) |
Studyprogram
- Global Sales and Marketing