aalto1 untyped-item.component.html
Cultural Change Following International Acquisitions: Cohabiting the Tension Between Espoused and Practiced Cultures
Loading...
Access rights
openAccess
publishedVersion
URL
Journal Title
Journal ISSN
Volume Title
A1 Alkuperäisartikkeli tieteellisessä aikakauslehdessä
This publication is imported from Aalto University research portal.
View publication in the Research portal (opens in new window)
View/Open full text file from the Research portal (opens in new window)
View publication in the Research portal (opens in new window)
View/Open full text file from the Research portal (opens in new window)
Unless otherwise stated, all rights belong to the author. You may download, display and print this publication for Your own personal use. Commercial use is prohibited.
Authors
Teerikangas, Satu
Irrmann, Olivier
Date
Major/Subject
Mcode
Degree programme
Language
en
Pages
Series
Management International Review, Volume 56, issue 2, pp. 195-226
Abstract
This paper explores post-acquisition cultural change following international acquisitions. Despite the acknowledged complexity of the cultural encounter in acquisitions, less is known about cultural change following acquisitions by global organizations where a tension between espoused vs. practiced cultures co-exists. Our study leads us to identify the drivers, outcomes and directions of post-acquisition cultural change amid such contexts. In contrast to a seemingly singular, monolithical perspective, we present post-acquisition cultural change as a dyadic, bipolar process, whereby acquired firms cohabit the space between espoused and practiced values. Reflecting the acquirer’s cultural regime, targets align with either the acquirer’s espoused or practiced culture. Further, whereas previous research parallels cultural change with explicit initiatives, we find that cultural change results from all post-acquisition integration activity. Given the power of practiced over espoused culture, the findings call for recognition that in global organizations leveraging culture goes beyond leveraging values only. The findings are based on a large-scale qualitative research program, wherein eight international acquisitions conducted by four Finnish, globally-operating industrial acquirers were studied, totalling 166 interviews.
Description
Other note
Citation
Teerikangas, S & Irrmann, O 2016, 'Cultural Change Following International Acquisitions : Cohabiting the Tension Between Espoused and Practiced Cultures', Management International Review, vol. 56, no. 2, pp. 195-226. https://doi.org/10.1007/s11575-015-0276-1