International Journal For Multidisciplinary Research

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A Widely Indexed Open Access Peer Reviewed Multidisciplinary Bi-monthly Scholarly International Journal

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Bridging the Divide: Navigating Cultural Integration in Cross-Border M&A

Author(s) Rashmi. A
Country India
Abstract With time, the idea of cross-border mergers has become increasingly popular, and presently, Indian corporations are more likely than those in other nations to engage in cross-border mergers and acquisitions. A cross-border merger is demonstrated by TATA Steel's acquisition of the US-based business Corus.
1. Inbound Merger: An inbound merger is a cross-border merger in which the foreign firm is regarded as an Indian company's branch office and the resulting company is an Indian corporation.
2. Outbound Merger: An outbound merger is a cross-border merger in which the merged firm becomes the parent company of the foreign company.
The influence of cultural disparities on international mergers and acquisitions (M&As) can be substantial. When two firms with disparate cultural backgrounds come together, they have to adjust to new business practices, communication methods, and beliefs. While there may be difficulties involved, there may also be chances for both businesses to grow from one another and enhance their processes.
Thus, the goal of this research is to advance knowledge of the intricate and significant process of cultural integration in international mergers and acquisitions. The research can assist companies in achieving better results in cross-border mergers and acquisitions by identifying the critical elements that affect cultural integration success and formulating recommendations for how to enhance cultural integration effectiveness.
Keywords Mergers and Acquisition, Cross border integration, Cultural disparity, Cultural intelligence.
Published In Volume 6, Issue 1, January-February 2024
Published On 2024-02-02
Cite This Bridging the Divide: Navigating Cultural Integration in Cross-Border M&A - Rashmi. A - IJFMR Volume 6, Issue 1, January-February 2024. DOI 10.36948/ijfmr.2024.v06i01.12838
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