Barriers and enablers of culture integration during the process of mergers and acquisitions

Abstract

Mergers and Acquisitions (M&A) deals are major economic phenomena organisations use to increase their market share and expand rapidly. However, to date, they remain a renowned approach for business growth, with a dearth of a thorough understanding of the impact of organisational culture. Research studies suggest that many mergers and acquisitions (M&As) do not achieve the expected value, prompting extensive scholarly investigation into the underlying reasons for this phenomenon. One of the most prevalent reasons mergers and acquisitions fail is because of a failure to integrate the two organisations' cultures successfully. The study explored culture's impact during the integration process in mergers and acquisitions. A qualitative, exploratory research approach was adopted to gain deep understanding and insights from participants who had experienced or were involved in mergers or acquisitions. The method chosen was semi-structured interviews with in-depth data collected from fourteen individuals. The findings of the literature review indicate that culture plays a significant influence in the process of integration. Nevertheless, the study's findings indicate that organisational culture can serve as both a barrier and a catalyst. The study offers fresh perspectives on the value of communication and change management in bridging cultural gaps.