Merging without Alienating: Interventions Promoting Cross-Cultural Organizational Integration and their Limitations

M.Y. Brannen*, M.F. Peterson

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review


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.
Original languageEnglish
Pages (from-to)468-490
JournalJournal of International Business Studies
Issue number3
Publication statusPublished - 1 Jan 2009

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