The effects of culture clash on international mergers in the high tech industry

Abstract

The present paper presents a case study of a merger between Israeli and British high-tech companies and illustrates the effect that the choice of post-merger integration approach has on the success or failure of a cross-border merger and acquisition. The study extends existing knowledge of cross-cultural management in international high-tech mergers by analysing the effects of cultural differences on the effectiveness of the symbiosis integration approach.