Impact of organisation culture on merger and acquisition

Impact of organisation culture on merger and acquisition
Introduction

During the last two decades, due to high competition, emerging of new financing opportunities and decreasing of entry barriers throughout the globe, mergers and acquisitions (M&A), internationally and domestically have developed into an admired strategic option for organisations to enhance products range, accessing new markets and attaining new technologies. (Hansen & Nohria, 2004) As for today, M&A strategy is still one of the dominant growth strategies for many organisations worldwide. Regard of it dominance, organisation spends billion of money investing in the strategy to gain advantage over its competitors and increased shareholder value. Despite optimistic expectations, M&A success rate is less than estimable mainly due to cultural conflict.

As most concern about the success of the strategy, it neglect the impact of cultural aspects on Merger and Acquisition. This research aim to investigate the issues related to cultural effect influence on M&A and identifies practical solution to maintain the process successfully. The outcome of this investigation is to develop broad range of understanding to help organisation either public or private to be aware moving forward with this strategy.

Objectives

1) Critically discuss to examine the main issues related to culture conflict on M&A using a range of secondary academic literature.
2) Evaluate conceptual framework and different views of authors that use to indicate subject throughout the M&A process to produce feasible approaches.
3) Determine the conclusions and make recommendation based from analysing the issue from literature review and data findings.
4) Application of primary research in the form of semi-structured interviews to organisation that had experience the process of M&A. The interview question will be purely based on the project topic.

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