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Airbus – Managing the legacy of a complex international merger

Chapter

Zusammenfassung

When two or more firms engage in a merger, it is usually a highly complex and challenging transaction. It is common wisdom that approximately 50% of all mergers are considered failures (Schuler/Jackson 2001, p. 240, Buckley/Ghauri 2002, p. 1 and Kumar 2009, p. 115). In an international merger, the potential difficulties are often even greater, and they can be due to, for instance, cultural, geographic, or economic differences (Barmeyer/Mayrhofer 2008, pp. 28–29).

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Copyright information

© Springer Fachmedien Wiesbaden GmbH 2017

Authors and Affiliations

  1. 1.Lehrstuhl f. Internat. Mgmt. & Strat. Mgmt.ESCP Europe BerlinBerlinDeutschland

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