Foreign direct investment, particularly cross-border mergers and acquisitions can spawn a range of individual-level outcomes from cross-cultural adjustment and synergistic learning, on the positive side, to work alienation, on the negative. Unsuccessful navigation of these individual-level outcomes leads to failed integration that can seriously affect the realization of desired organizational outcomes such as successful technology transfer, knowledge-sharing, and the general realization of global growth. By means of an iterative between-methods triangulation, the study surfaces cross-cultural work alienation as a phenomenon that can limit the overall success of such ventures, and identifies interventions that help to promote successful post-merger integration.
Brannen, M. Y., & Peterson, M. F. (2009). Merging without Alienating: Interventions Promoting Cross-Cultural Organizational Integration and their Limitations. Journal of International Business Studies, 40(3), 468-490. https://doi.org/10.1057/jibs.2008.80