Cultural Conflict and Merger Failure: An Experimental Approach

Cultural Conflict and Merger Failure: An Experimental Approach

Weuse laboratory experiments to explore merger failure due to conflicting organizational cultures. We introduce a laboratory paradigm for studying organizational culture that captures several key elements of the phenomenon. In our experiments, we allow subjects in “firms” to develop a culture, and then merge two firms. As expected, performance decreases following the merging of two laboratory f...

Globalization and Cultural Conflict : An Institutional Approach

Merger Failure and Merger Profitability *

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Ethnic Identity, Collective Action, and Conflict: An Experimental Approach

Theories of ethnic mobilization and conflict tend to assume that political actors are easily able to place other actors into their “correct” ethnic categories. While this may be the case for some individuals and some categories, it is not always so. We argue that this variation, although typically ignored, has implications for theoretical, empirical, and policy-oriented research on ethnic coope...

Post-Merger IT Integration: an IT Culture Conflict Perspective

This paper analyzes the culture conflicts between two merged IT departments from two banks and how they resolve them. The integration of divergent cultures is crucial to maintain the performance of merged organizations. This paper examines post-merger IT integration of a Taiwan’s financial holding company which merged a government owned bank with its banking business, and argues that the unders...