Acculturation Process in Cross-border M&A: A Case Study of a Brazilian Automobile Firm

Abstract

Cross-border merger and acquisition (M&A) practices are increasing around the world. The M&A processes require the acquirer to adapt not only to the national culture that is unfamiliar, but also to deal with a new organizational culture. This chapter analyzes the acculturation process in a cross-border acquisition of a domestic firm by a foreign multinational company in the automobile industry in Brazil. We applied the framework developed by Nahavandi and Malekzadeh (Acad Manag Rev 13:79–90, 1988) that has not been empirically tested. This chapter applies a qualitative approach using a case study analysis. The data was obtained through in-depth interviews with 14 managers involved in pre- and post-acquisition processes. Content analysis showed that managers from the acquired company perceive the acculturation as integration and assimilation; while managers of the acquirer firm consider separation as the mode of acculturation. Such differences in acculturation seem to increase the stress in the M&A process. Furthermore, there are some cultural differences and difficulties in the process, which still make it hard to leverage the results of the new company.