Cultural Integration Challenges

Cultural Integration Challenges
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“Frequently, when a foreigner violates a key cultural value, he or she is not even aware of the violation, and no one brings the matter to his or her attention.” once a visitor makes a major mistake it is frequently impossible to rectify it it may well take several months to realize that polite rejections really signify isolation and banishment

“Even genuinely small cultural mistakes can have enormous consequences.”

“Knowing a country’s language, although clearly helpful, is no guarantee of understanding its cultural mindset, and some of the most difficult problems have been created by individuals who have a high level of fluency but a low level of cultural understanding.”

“Moreover, members of a culture tend to assume that highly fluent visitors know the customs and rules of behavior, and these visitors are judged severely when violations occur.”

Lots of Anecdotal Evidence Showing Negative Effects
Do Cultural Differences Matter in M&A? Lots of Anecdotal Evidence Showing Negative Effects Another drug industry mega merger goes bust: Clash of cultures kills Monsanto-AHP marriage. T. Burton & E. Tanouye, Wall Street Journal, October 14, 1998 Every CEO who has been through a cross-border merger says he knew culture was going to matter but did not realise how much. C. Firstbrook, Head of Strategy Europe, Accenture, Financial Times, July 31, 2008 It’s difficult enough for two domestic firms with markedly different cultures to combine. But in a cross-border context, opportunities to misunderstand and disagree multiply like weeds. R. Bruner, Harvard Business Review, May 2004 7

Culture Counts and it counts quite a bit

MULTICULTURAL MANAGEMENT
Group L (MBA PT ) 07 MAR 2010

The Group Abhishek Kumar (S-76) Amit Gulati (N-3)
Arindam Das Gupta (N-74) Babu Gurucharan (S-15) DS Dahiya (S-82) Girish Chand (S-78) Kapil Gupta (S-89) Kailash Chauhan (N-79) Kuldeep Singh (S-79) Manish Aggarwal (S-80) Mukul Kamble (N-78) Naresh Kumar (N-76) Nimisha Trikha (S-38) P S Pentle (S-75) Ravi Makhija (N-49) Samrat Patnaik (S-74) SK Chauhan (S-64) V S Sivasubramanian (S-68) Vishal Ranjan (N-69)

Culture Culture means the whole set of social norms and responses that conditions a population’s behavior. Culture makes one social environment different from another and gives each a shape of its own. Culture is acquired and inculcated, it is a set of rules and behavior patterns that an individual learns but does not inherit at birth. The process of learning a culture pattern is called enculturature.

Management Perspective Terpstra & David (1985)
Culture is a learned, shared, compelling, interrelated set of symbols whose meaning provides a set of orientations for members of a society. These orientations taken together, provide solutions to problems that all societies must solve if they are to remain viable.

Why Study Culture ? One’s management skills improve with an understanding of the culture influences that affect colleagues and employees. Helps to be a successful negotiator Successful strategic alliances Lead and manage effectively – understand cultural expectations that influence people’s behavior To avoid cultural shock

How cultures view each other
Stereotyping – assumes that all people within one culture or group behave, believe, feel and act the same. Ethnocentrism – occurs when people from one culture believe that theirs are the only correct norms, values and believes. Self-reliance criterion – assumption that people in another culture will behave like people in your culture.

Cultural Values USA Japan Arab cuntries Freedom Belonging
Family security Independence Group harmony Family harmony Self-reliance Collectiveness Parental guidance Equality Age / seniority Age Individualism Group consensus Authority Competition Cooperation Compromise Efficiency Quality Devotion Openness Go-between Hospitality

Inspiration “If you want to move people, it has to be toward a vision that’s positive for them, that taps important values, that gets them something they desire, and it has to be presented in a compelling way that they feel inspired to follow.” — Martin Luther King Jr.

Inspiration “In this multicultural world, thanks to the success of globalisation, if you want to inspire people to follow, you have to understand and respect their cultural diversity .”

Understanding Culture
“Actually, the most important part of culture ... is that which is hidden and internal but which governs the behavior encounter.” *Source: Edward T. Hall, 1976

Globalization and Multicultural Management
Monday, 24 April 2017 Culture as a: problem/threat opportunity/resource culture gets “in the way” culture as a source of competitive advantage © Interlink 2006

Monday, 24 April 2017 How to get that competitive advantage? “importance of releasing cultural synergies at the interfaces where knowledge, values and experience are exchanged” Søderberg & Holden “Rethinking Cross Cultural Management in a Globalizing Business World” (2002) Example: Indian Global Sales Manager for a Danish company from his office in Shanghai. © Interlink 2006

Model of core problems & core solutions (Holden 2002)
Globalization and Multicultural Management Monday, 24 April 2017 Model of core problems & core solutions (Holden 2002) Core problems Ethnocentrism in the face of Cultural diversity experienced as Cultural shock which varies with exerience and may be lesser or greater in impact Core solutions Adaptation as first reaction to cultural shock Adjustment as a more permanent & positive reaction Development of intercultural skills: creating ”the cross-cultural manager” © Interlink 2006

Monday, 24 April 2017 Critical Cultural Variables Authority, responsibility & accountability Power Extent to which power is distributed Urgency Time The view of and way time is used Structure Extent to which uncertainty creates discomfort Culture Communication The way and style information is shared Individual/group Whether individual or group takes precedence Leadership style Decision-making Planning: Communication style Motivation Meetings Delegation Negotiating Conflict mgt. Performance appraisal Commitment Agreements & contracts Risk-taking Konflikt Source: Interlink © Interlink 2006

Linking an individual’s personality and values to the workplace
Personality – job fit Person –organization fit

Achieving Person-Job Fit
Personality-Job Fit Theory (Holland) Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover Personality Types Realistic Investigative Social Conventional Enterprising Artistic

How cultures view each other
Stereotyping – assumes that all people within one culture or group behave, believe, feel and act the same. Ethnocentrism – occurs when people from one culture believe that theirs are the only correct norms, values and believes. Self-reliance criterion – assumption that people in another culture will behave like people in your culture

Constructing Cultural Metaphors – Great Contributors
Florence Kluckholn and Fred Strodtbeck Edward T. Hall Geert Hofstede

Florence Kluckholn and Fred Strodtbeck
FLORENCE KLUCKHOHN (HARVARD UNIVERSITY) AND FRED STRODTBECK (UNIVERSITY OF CHICAGO) DEVELOPED VALUES ORIENTATION THEORY IN 1961 A WIDELY USED TOOL FOR CROSS-CULTURAL RESEARCH AND INTERACTION.

Edward Twitchell Hall Few researchers have contributed more to intercultural understanding than American anthropologist Edward Twitchell Hall. Best known for his studies of personal space and his definitions of high- and low-context cultures. Hall was instrumental in establishing intercultural research as a field of its own after World War II. In his book The Silent Language, the author explores the cross-cultural context of communication.

Primary Message Systems
Interaction Association Subsistence Bisexuality Territoriality Temporality Learning Play Defense Exploitation *Source: Edward T. Hall, The Silent Language

Geert Hofstede Prominent organizational Psychologist.
Research is based on a large questionaire survey of IBM employees and managers working in 53 different countries. IBM study demonstrated that national culture explained 50% of the differences in attitudes in IBM’s 53 countries.

Values Across Cultures: Hofstede’s Framework
Power Distance (Wealth & Status – Low / High) Individualism vs. Collectivism Masculinity vs. Femininity Uncertainty Avoidance (High / Low) Long-term and Short-term Orientation

Hofstede Research Findings:
Asian countries (more collectivist than individualistic). United States - highest on individualism. German & Hong Kong - high on masculinity. Russia & Netherlands - low on masculinity. China & Hong Kong - long-term orientation. France & the USA - short-term orientation

Cultural Metaphors Understanding Global Cultures describes a method for understanding easily and quickly the cultural mind-set of a nation and comparing it to other nations

Cultural Metaphors IDENTIFYING SOME PHENOMENON, ACTIVITY, OR INSTITUTION OF A NATION’S CULTURE THAT ALL OR MOST OF ITS MEMBERS CONSIDER TO BE VERY IMPORTANT AND WITH WHICH THEY IDENTIFY CLOSELY CHARACTERISTICS OF THE METAPHOR THEN BECOME THE BASIS FOR DESCRIBING AND UNDERSTANDING THE ESSENTIAL FEATURES OF THE SOCIETY

Cultural Metaphors EACH METAPHOR IS A GUIDE OR MAP THAT HELPS THE FOREIGNER UNDERSTAND QUICKLY WHAT MEMBERS OF A SOCIETY CONSIDER VERY IMPORTANT BUT IT IS ONLY A STARTING POINT AGAINST WHICH WE CAN COMPARE OUR OWN EXPERIENCES AND THROUGH WHICH WE CAN START TO UNDERSTAND THE SEEMING CONTRADICTIONS PERVASIVE IN MOST, IF NOT ALL, SOCIETIES

Cultural Metaphors include . . .
religion early socialization and family structure small group behavior public behavior leisure pursuits and interests language oral and written communication nonoral communication body language kinesics (motion) proxemics (space)

total Lifestyle work / leisure / home and time allocations to each of them aural space the degree to which members of a society react negatively to high noise levels roles and status of different members of a society holidays and ceremonies greeting behavior humor

sports as a reflection of cultural values political structure of a society the educational system of a society traditions and the degree to which the established order is emphasized history of a society but only as it reflects cultural mind-sets, or the manner in which its members think, feel, and act not a detailed history

food and eating behavior social class structure rate of technological and cultural change organization of and perspective on work such as a society’s commitment to the work ethic, superior-subordinate relationships, and so on any other categories that are appropriate

Social Dynamics of Culture Change
Adopter category Innovators First 2.5% Early adopters Next 13.5% Early majority Next 34% Late majority Next 34% Laggards Remaining 16%

Promoting Culture Change
Building on the old Identifying the rational Avoiding the unknown Recognizing the influence of others Providing support

Cultural Competency “To be culturally competent doesn’t mean you are an authority in the values and beliefs of every culture. What it means is that you hold a deep respect for cultural differences and are eager to learn, and willing to accept, that there are many ways of viewing the world.” — Okokon O. Udo, PhD Integrative Health and Wellness Northwestern Health Sciences University This definition allows a sense of freedom.

Cultural Competency — A Practical View
“To be culturally competent doesn’t mean that you will never encounter cultural bumps. What it means is that you will be more aware of how and why cultural bumps happen while skillfully navigating them for best outcomes.” —Ira SenGupta, CCHCP, December 05

Cultural Bump... As a result of a personal interaction you are:
confused frustrated angry misunderstood helpless hopeless Read aloud. Or the other person might feel these things if they’re the one getting bumped. How would you know? What kind of body language or behavior might indicate to you that someone else was feeling these things?

Cultural Competence Actualized
The state of being capable of functioning effectively in the context of cultural differences Here’s another definition of cultural competence. It’s from Terry Cross of the Northwest Indian Child Welfare Association (he’s the guru who coined the term “cultural competence” in the first place) read aloud … The key phrase here is “functioning effectively.” Ira says that “every single human encounter is cross-cultural.” So let’s look at the understandings and attitudes it takes to function effectively in these cross-cultural encounters ...

Elements of Cultural Competence
Awareness of one’s own culture Awareness and acceptance of difference Understanding the dynamics of difference Development of cultural knowledge Celebration of diversity

Five Steps to Cultural Competency
Awareness of self and the other Acknowledgement Honest validation Negotiation Action: choices and options

Monday, 24 April 2017 Cross-cultural management STUDIES THE BEHAVIOUR OF PEOPLE IN ORGANISATIONS AROUND THE WORLD TRAINS PEOPLE TO WORK IN ORGANISATIONS WITH EMPLOYEE AND CLIENT POPULATIONS. DESCRIBES ORGANIZATIONAL BEHAVIOUR WITHIN COUNTRIES AND CULTURES COMPARES ORGANISATIONAL BEHAVIOUR ACROSS CULTURES AND COUNTRIES SEEKS TO UNDERSTAND AND IMPROVE THE INTERACTION OF CO-WORKERS, CLIENTS, SUPPLIERS, AND ALLIANCE PARTNERS FROM DIFFERENT COUNTRIES AND CULTURES marketing – service (MAN Diesel) – sourcing (Vestas) – branding (Arla – Muhammed drawings) >> mgt challenge in a globalized world Adler: “International Dimensions of Organizational Behavior” (1991) © Interlink 2006

Monday, 24 April 2017 Management challenge in a globalised world © Interlink 2006

Monday, 24 April 2017 Changing structures & management capabilities From traditional hierarchical structures emphasizing either-or choices (centralization vs decentralization, product vs geographcial divisions) >> Transnational, integrated networks of assets and resources with multidimensional mgt perspectives and capabilities, and flexible coordinative processes. Managers must be able to sense and intepret complex and dynamic environmental changes; able to develop & integrate multiple strategic capabilities; able to build & manage the new organisations required to link these sensing and response capabilities; and deliver coordinated action on a world-wide basis. Bartlett & Ghoshal, ”Building Transnational Capabilties: The Management Challenge” (2000) © Interlink 2006

Monday, 24 April 2017 Changing management capabilities Global business management: worldwide business strategist architect of assets and resources configuration cross-border coordinator Worldwide functional management: worldwide intelligence scanner cross-polinator of ”best practices” champion of transnational innovation Geographic subsidiary management: bicultural interpreter national defender & advocate frontline Implementer of Corporate stategy Top level corporate managemnnt providing direction & purpose leveraing corporate performance ensuring continual renewal © Interlink 2006

Training For International Assignments
Need for cross –cultural training Approaches to training/ design of training program Assessing the need for rigorous Training Family issues Training resources

Need for cross cultural training
Training on key cultural norms Values Behaviours Beliefs Utility of training Understanding behaviour adaptation Advantages Cross cultural skill development Improvement in productivity/ performance

Approaches to training/ design of training program
Attribution training Understand reasons for a specific behaviour To learn values, norms, perceptual mapsused by host to evaluate behaviour. Attribution training Cultural awareness training attributes common to home/ host culture Affect of culture on host behaviour Cognitive behaviour modification training Compare, reward and punishment norms of home/ host Formulate personal strategy to obtain rewards- avoid negative experiences Experiential training Expsure to real life in host country Through visits, complex role plays and cross cultural simulations

Training tools/ techniques
Area briefings Lectures Books/ reading material audio visuals Class room language training Case studies Culture assimilators- questionnaire; eval; feedback Sensitivity training Role plays Simulations- complex role plays; real life situations- stay in simulated host villages

Accesing the need for rigor
Experimental Simulations Role play Field trips Interactive language training Analytical Sensitivity training Culture assimilators Class room language training Audio visuals Factual Books/ reading material lectures Area briefings

How Rigorous The Training Should Be
Job Novelty Level of decision making power Job Autonomy Strategy design/implication Degree of interaction with host nationals Limited Interaction – less rigorous High Degree of Interaction – More rigorous Frequency of Interaction Importance to success of operation Culture Novelty Higher Novelty-more rigorous Highly novel cultures – difficult to adjust and absorb training programs

“Cross cultural training needs to be a family affair”

Family Issues Adaptability of spouse and children equally important.
Dual career couples – visa restrictions Cultural shock to school going children – need for rigorous pre-departure training. Adjustment to new life styles/roles/norms

Training Resources and Methodology
Consulting firms Assignment of staff member from home office Methodology Survival level- Pre Departure training Rigorous training after 4 – 6 months of overseas stay

Monday, 24 April 2017 Multi-cultural teams “The central operating mode for a global enterprises is the creation, organisation and management of multi-cultural teams – groups that represent diversity in functional capability, experience levels and cultural backgrounds. Rheinsmith, “The Manager’s Guide to Globalization” (1993) © Interlink 2006

Monday, 24 April 2017 Diagnosing difficulties in team A manager or facilitator should use the following order in examining potential team difficulties: personal styles stage of team development effective team functioning stages of professional development national culture corporate culture functional culture Personal styles- to what extent personal differences create conflict or inefficiency+ Stage of team devt - are people clear about roles, responsibilities, power, how to manage diff and conflict? Effective team functioning - are there probs in team’s problemsolving, communication, dec-making? Are norms developed and understood? Norms functional or disfunctional? Stage of professional devt - problems created by overreaching their devt stage or assuming competence on the part of inexperienced members? Nalt cutlure: problems derived from perception of self, others, patterns of thinking, lanugage, NV behavior? Corporate culture: differece in corporate values & interests, norms and styles of behavior? Functional cutlure: differences due to diff functions or professional disciplines? © Interlink 2006

Lenovo-IBM – A Marriage Across 12 Time Zones
IBM PC Division $3b revenues 27% of Chinese Market No. 8 global PC maker Founded 1984, HK listed 1994 $10b revenues (IBM total: $96b) 8% of global market No. 3 global PC firm IBM founded 1911 $1.75b deal: 600m equity (19% stake), $650m cash, take over $500m liabilities Lenovo takes over IBM PC Division (announced 8 Dec 2004, completed 1 May 2005) Right to use IBM brand name for 5 yrs IBM provides sales and support services IBM will be preferred vendor for financing and maintenance services 10,000 IBM employees join Lenovo Source: Stahl, Ngo & Yean (2008). Lenovo-IBM: A marriage across 12 time zones. INSEAD Case.

Lenovo-IBM – A Marriage Across 12 Time Zones
Lenovo Group Limited is a Chinese-based multinational computer technology corporation Incorporated as Legend in Hong Kong in 1988 Lenovo acquired the former IBM PC Company Division, which marketed the ThinkPad line of notebook PCs, in 2005 for approximately $1.75 billion.

Renault Nissan – Partnering with the Unfamiliar
Source: Korine, Asakawa & Gomez (2005). Renault and Nissan: Partnering with the unfamiliar. In Stahl & Mendenhall (Eds.), Mergers and acquisitions: Managing culture and human resources. Stanford Business Press.

Renault Nissan – Partnering with the Unfamiliar
The Renault-Nissan alliance, established in March 1999, is the first industrial and commercial partnership of its kind involving a French and a Japanese company A real success 2 global companies linked by cross-shareholdings Third largest global automaker Global market share of 9% (by volume) Significant presence in major world markets (United States, Europe, Japan, China, India, Russia)

The Role of Culture in Alliances,
Mergers & Acquisitions: Renault-Nissan Some people consider cultural differences as a source of friction and conflicts. It is true. But cultural differences are basically a source of enrichment and progress. (Carlos Ghosn, 2000) Cultural differences can be viewed as either a handicap or a powerful seed for something new. What we see today [in Renault-Nissan] is that differences in culture are… seen more and more as a means of cross-fertilization and innovation. … So, it is a careful selection of best practices. (Carlos Ghosn, 2001) Sources: Carlos Ghosn, INSEAD Tokyo Forum, November 2000; Emerson 2001 ‘An interview with Carlos Ghosn, President of Nissan Motors and Industry Leader of the Year. Journal of World Business, 36,

DaimlerChrysler – a sad ending
Source: Kühlmann & Dowling (2005). DaimlerChrysler: A case study of a cross-border merger. In Stahl & Mendenhall (Eds.), Mergers and acquisitions: Managing culture and human resources. Stanford Business Press.

DaimlerChrysler was founded in 1998 when Mercedes- Benz manufacturer Daimler-Benz (1926–1998) of Germany merged with the US-based Chrysler Corporation. Buyout failed and as late as 2002, DaimlerChrysler appeared to run two independent product lines. DaimlerChrysler sold Chrysler to Cerberus Capital Management of New York, a private equity firm specialising in restructuring troubled companies in 2007. From October 5, 2007, the company has been titled Daimler AG. The US company adopted the name Chrysler LLC.

Analysts felt that strategically, the merger made good business sense. But contrasting cultures and management styles hindered the realization of the synergies. Daimler-Benz attempted to run Chrysler USA operations in the same way as it would run its German operations. Daimler-Benz was characterised by methodical decision-making. US based Chrysler encouraged creativity. While Chrysler represented American adaptability and valued efficiency and equal empowerment Daimler-Benz valued a more traditional respect for hierarchy and centralized decision-making.

And the majority of “FAILURE” IS ATTRIBUTED TO….
The Human Factor & The Cultural “Misfit” 

Arcelor-Mittal Merger
In January 2006, Mittal Steel launched a $22.7 billion offer to Arcelor’s shareholders. Deal was split between Mittal Shares (75 percent) and cash (25 percent). Arcelor shareholders would have received 4 Mittal Steel shares and 35 euros for every 5 Arcelor shares they held. LN Mittal believed that the consolidation will end with three of four major companies dominating the industry around

The Controversy?? Arcelor Management believed that Arcelor itself would have been doing the acquisitions and not the other way around. The management was extremely hostile to Mittal Steel’s bid from the beginning despite the fact that most industry analysts and investment banks pointing out that the deal was in Arcelor‘s best interests. Arcelor repeatedly played the patriotic card in order for shareholders to reject the bid. Guy Dolle the CEO of Arcelor dismissed Mittal Steel as a “company of Indians” and unworthy of taking over a European company. The French government (despite not being a shareholder) was against the deal because of worries over its Arcelor employees. Despite repeated assurances from Mittal that the deal would not lead to layoffs the government of France was never convinced. The government of Luxembourg (a stakeholder) was against the deal as well for a variety of reasons. The European Union approved of the Mittal-Arcelor deal.

The stance of the Indian Government
Most Indians were of the opinion that the deal was not getting pushed through because of Lakshmi Mittal’s Indian nationality. The Indian government raised the issue at several forums especially through commerce minister Kamal Nath. It was also alleged that India had threatened not to ratify a taxation accord with Luxembourg due to the latter’s opposition to the deal. The irony is that LN Mittal himself felt that there was no case of “racism” here as Mittal Steel was a European company and NOT an Indian one.

And the outcome was… The deal was finally clinched when the shareholders of Arcelor agreed to Mittal Steel’s offer ending the transaction that had dragged on for months. Mittal had to however considerably sweeten the initial offer. Under severe pressure to counteract the Arcelor- Severstal merger, Mittal had to raise its valuation of Arcelor to $32.9 billion. The Mittal family holds 43 percent of the combined group. The combined company holds 10 percent of the global market for steel. The consolidation phase is well and truly underway .

Tata-Corus Merger Tata Steel’s US$ 8 billion takeover of Corus in the UK, is the largest-ever overseas buyout by an Indian company. It also breaks the US $1 billion barrier for Indian companies. Tata Steel — with capacity of five million tonnes — is now acquiring a firm almost four times its size in capacity. Long time Corus employees in UK were aghast when they heard of the possibility that an "Indian" company will acquire them, and they will have an Indian boss - whose name they cannot pronounce. "The biggest challenge ahead of the Tatas would be how to integrate these two companies, these two cultures, how to work with a new type of management and how to work in a matured market as opposed to working in a developing market."

STRATEGIES FOR MANAGING HUMAN RESOURCE IN M&A
Communication Common culture Training and development Mutual respect Individual counseling

Empirical Evidence is Mixed
The Role of Cultural Distance in M&A: What Do We Know? Empirical Evidence is Mixed Cultural distance was found to be negatively related (e.g., Weber, Shenkar & Raveh, 1996), unrelated (e.g., Markides & Oyon, 1998), or positively related (e.g., Morosini, Shane & Singh, 1998) to measures of post- acquisition performance. Success rate of cross-border M&A was found to be higher than for domestic M&A (e.g., Chakrabarti et al., 2009). Source: Stahl & Javidan (2009). Comparative and cross-cultural perspectives on cross-border mergers and acquisitions. In Bhagat & Steers (Eds.), Handbook of culture, organization, and work. Cambridge University Press. 81

Cultural Distance and M&A Performance: Causal Models
Mediating Variable (e.g., Resistance) Moderating Variable (e.g., Integration Level) a) Unmediated model b) Mediated model c) Moderated model 82

Cultural Distance and M&A Performance: Causal Models
d) Complex model Cultural Differences - Practices - Values - Assumptions M&A Performance - Operational synergies - Accounting performance - Abnormal returns Mediating Variable (e.g., Resistance) Moderating Variable (e.g., Integration Level) Professional National Functional Industry Corporate Company A Culture Company B Culture Source: Stahl (2008). Cultural dynamics and impact of cultural distance within mergers and acquisitions. In Smith, Peterson & Thomas (Eds.), The Handbook of cross-cultural management research (pp ). Thousand Oaks: Sage. 83

Hypothesized Effect of Cultural Distance on M&A Performance
Integration Process M&A Performance Sociocultural Integration - Shared identity - Positive attitudes - Trust Task Integrationa - Capability transfer - Resource sharing - Learning Dimension of Cultural Differences Degree of Relatedness Synergy Realization Accounting performance Share- holder Value Abnormal returns Cultural Distance - Practices - Values - Basic assumptions Note: aThe relationship between cultural differences and task integration has not been examined with sufficient frequency in previous research to be considered in this meta-analysis. (Moderators) Time Source: Stahl & Voigt (2008). Do cultural differences matter in mergers and acquisitions? A tentative model and meta-analytic examination. Organization Science, 19, 84

Final Thoughts... You and I We meet as strangers, each carrying a mystery within us. I cannot say who you are. I may never know you completely. But I trust that you are a person in your own right, possessed of a beauty and value that are the Earth's richest treasures. So I make this promise to you; I will impose no identities upon you, but will invite you to become yourself without shame or fear. I will hold open a space for you in the world and allow your right to fill it with an authentic vocation and purpose. For as long as your search takes, you have my loyalty. Author Unknown

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