Despite the increasing frequency of cross-border mergers and
acquisitions, it is accepted that the rate of success in the
post-merger phase remains poor; the main reason for this is widely
accepted to be the unsuccessful cultural integration of the two
firms involved. Driven by limited time to obtain results, managers
from the headquarters (of the acquiring firm) seek to change the
culture of the subsidiary (of the acquired firm); the imperatives
of a 'strong culture' lead them to persevere with the same narrow
strategies and objectives. Though organizational culture has been
widely studied in the M&A literature, there has been
insufficient attention to important dynamic aspects of the process
of integration. With the help of appropriate concepts of culture
dynamics from anthropologists, formulates a description of the
integration process.Subsequently, by simulating a mathematical
model of this process (which explores the impact of two exogenous
variables that characterize the context) we bring out the role of
endogenous dynamics in determining the success of typical narrow
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