Takeovers and Acculturation: Linkages from East German Privatisations to Workforce Integration

Thomson, J. Neil

doi:10.5771/0949-6181-1996-4-25

Cited by 5 publications

(4 citation statements)

References 19 publications

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“…Special importance is assigned to the cultural clash between merging companies, especially in cases of cross-border acquisitions. 13 Cultural factors such as interpersonal trust and the need to control individual behaviour may be crucial for the firms' organisational integration. 14 Cultural differences can have a positive or a negative impact on the acquisition's performance, depending on how favourably the acquired company's executives view the buying firm's values and ways of conducting business.…”

Section: What Influences An Acquisition's Performance?mentioning

confidence: 99%

Strategic Factors Underlying Acquisition Performance in a Post-communist Economy: Experience from Slovenia

Lahovnik¹

2005

Post-Communist Economies

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This article examines the performance of acquisitions in Slovenia in the period of transition between communist rule and the advent of the market economy. The proposition is that, once the motives of an acquisition are identified, the success or failure of a particular acquisition can be measured by examining the extent to which those motives have been achieved. The actual realisation of some motives for acquisitions, such as to transfer skills and share activities, is strongly tied to the ROE and value added per employee in the acquired company in the post-acquisition period. On the other hand, realisation of financial synergies has not resulted in higher ROE or value added per employee. Based on our research into 45 acquisitions in Slovenia, we pinpointed some key success factors that determined the performance of the acquired firm. From the point of view of a local firm that was sold, the key question was how the acquirer would ensure the company's long-term development.

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Section: What Influences An Acquisition's Performance?mentioning

confidence: 99%

Strategic Factors Underlying Acquisition Performance in a Post-communist Economy: Experience from Slovenia

Lahovnik¹

2005

Post-Communist Economies

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“…Es besteht ein Interesse an der Bewahrung der eigenen Kultur und an der Einbindung in die Interaktion der anderen Kultur. Eine geringe Wertschätzung der Herkunftskultur und mangelndes Interesse an der anderen Kultur drückt sich in der Strategie der Marginalisierung aus (Berry, J.W./Sam, D. L. (1998) (Thomson, J.N. (1996), S. 25).…”

Section: Finks Modell Der Interkulturellen Kompetenz Und Performanzunclassified

Interkulturelles Wissensmanagement

Kölling¹

2006

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Die neun kulturellen Dimensionen des GLOBE Projektes 4.1.7. Analyse der Forschungsarbeiten zu interkulturellen Dimensionen 4.2. Die interkulturellen Konzepte von Thomas und Fink 4.2.1. Das Kulturstandardkonzept von Thomas 4.2.2. Thomas Konzept der interkulturellen Kompetenz 4.2.3. Finks Modell der interkulturellen Kompetenz und Performanz 4.3. Forschungsperspektive zum Prozess der kulturellen Anpassung 4.3.1. Akkulturationsverlauf 4.3.2. Persönlichkeitsmerkmale zur Erreichung der interkulturellen Effektivität im Akkulturationsprozess 4.4. Interkulturelle Betrachtung des Zusammenwachsens zwischen Ostdeutschland und Westdeutschland

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“…O' Grady and Lane (1996:312) extend the normal view of psychic distance as a measure of national cultural divergence to include structural (legal and administrative systems) and language differences as well. There seems to be an appreciable psychic distance between West and East Germans although they both now have common German passports,(see: Lang 1994;Thomson 1996). Because of this inter-German psychic distance paradox, there are inherent difficulties in trying to simplify the measurement of psychic distance in East German acquisitions down to West German and non-West German (foreign) take-overs.…”

Section: Acculturation In Mergers and Acquisitionsmentioning

confidence: 99%

“…The types of acculturation (integration, assimilation, separation and deculturation) are based on Mirvis & Sales (1984), whilst the model itself is an extension of Nahavandi & Malekzadeh (1988). Adopted from that shown in Thomson (1996) The end stages of the above model need some explanation. What do we mean by success and failure in the long term.…”

Section: Acculturation In Mergers and Acquisitionsmentioning

confidence: 99%

Two-way learning in west/east mergers & acquisitions: Short term and long term viewpoints.

Thomson¹,

Namara²

1998

JEEMS

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This paper reviews the literature in the fields of learning, knowledge creation and storage in organisations and links the theories in these fields to mergers and acquisitions. Specifically, mergers and acquisitions (M&As) of East German ex-combines by western firms are examined from the viewpoint ofdoes the dominant culture always win or is it possible for two-way learning? The answer to these questions seems to depend upon the mode of acquisition, the level of acculturation and on the length of time elapsed. These three factors and others are combined into a model to predict potential results of M&As. The theory section is supported by data collected from six western M&As in East Germany where a total of 36 in-depth, open ended interviews were held. Dem vorliegenden Artikel wird ein Literaturüberblick zum organisationalen Lernen sowie der Wissenserzeugung und-speicherung von Wissen in Organisationen vorangestellt. Die entsprechenden Theorien werden auf das Spezialthema dieser JEEMS-Ausgabe übertragen. Es werden Übernahmen von ostdeutschen Kombinaten durch westliche Unternehmen untersucht. Folgende Frage steht dabei im Mittelpunkt: Gewinnt immer die dominante Kultur oder ist auch ein wechselseitiges Lernen möglich? Die Art des Zukaufs, der wahrgenommene Grad der Akkulturation und die seit der Übernahme vergangene Zeit scheinen hierauf Einfluß zu haben. Es wird ein Arbeitsmodell entwickelt, um die möglichen Folgen von Unternehmenszusammenschlüssen vorhersagen zu können. Aussagen aus 36 Interviews in sechs untersuchten ostdeutschen Betrieben bekräftigen die theoretischen Vorannahmen.

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Takeovers and Acculturation: Linkages from East German Privatisations to Workforce Integration

Cited by 5 publications

References 19 publications

Strategic Factors Underlying Acquisition Performance in a Post-communist Economy: Experience from Slovenia

Strategic Factors Underlying Acquisition Performance in a Post-communist Economy: Experience from Slovenia

Interkulturelles Wissensmanagement

Two-way learning in west/east mergers & acquisitions: Short term and long term viewpoints.

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