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Negotiation and Decision Making in Mergers and Acquisitions - Intercultural Due Diligence (Hardcover)
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Negotiation and Decision Making in Mergers and Acquisitions - Intercultural Due Diligence (Hardcover)
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This book concentrates on some leading questions in M&A
research in last two decades and tries to find explanations
concerning cultural issues. It focuses on pre-merger/acquisition
issues mainly on negotiation, decision and intercultural due
diligence. The core of this book is the pre-M&A stage in order
to throw light on the cultural issues related to negotiation,
decision making, and due diligence. Its primary purpose is a finer
view of the impact of national, organisational and professional
cultures in mergers and acquisitions. The general questions
encountered in this book are related to nexus between culture and
integration of the two companies, management's involvement in the
cultural due diligence process, national, organisational and
professional cultures' link to negotiation and decision-making
process, negotiators' behavioral patterns, intentions, perceptions
and attitudes identified and associated with M&A's success,
managers' cultural specificity and their management practices. The
aim of this book is to provide a deeper understanding of the
cultural differences in negotiation and decision-making. This might
help organisations provide better opportunities for cross border
M&A across a wide cultural spectrum. With the increase of
global mobility, cultural due diligence becomes more and more
important. Multi-national corporations might garner a competitive
advantage when they understand the importance of cultural due
diligence. M&A professionals may benefit from a deeper
understanding of cultural values that affect the perceptions of
individuals during negotiation and decision-making by profession
across cultures. Multinational companies that do not take into
consideration or minimise the importance and the right content of
cultural due diligence expose themselves to a higher risk of
failure. The expectation of the author of this book is that the
conclusions would help alert M&A scholars and practitioners of
the need to thoroughly understand the cultural issues influencing
the pre-M&A processes.
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