Edited by Melissa Zarda. See other bibliographies.
Contributors: Ana M. Cavanaugh, Maria Angarita

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• Camerer, C. F., & Weber, R. A. (2003). Culture Conflict and Merger Failure: An Experimental Approach. Management Science,Vol. 49, 400-415.

In this article you will be introduced using a laboratory experiments to explore merger failure due to conflicting organizational cultures. The author's introduce a laboratory paradigm for studying organizational culture that captures several key elements of the phenomenon. In our experiment, we allow subjects in "firms" to develop a culture, and then merge two firms. As expected, performance decreases following the merging of two laboratory firms. In addition, subjects overestimate the performance of the merged firm and attribute the decrease in performance to members of the other firms rather than to situational difficulties created by conflicting cultures.

• Cartwright, S, & Cooper, C. L. (1995). Managing Mergers Acquisitions and Strategic Alliances: Integrating people and cultures. Pennsylvania: Butterworth-Heinemann.

This book described very well the scientific research as well illustrating many case studies. This reading would be extremely useful for consultants or scientists who want to brush up on this subject. Its bibliography will also provide an added bonus with an invaluable guide to further readings on this topic. This book is highly recommended to Human Resource personnel, I/O Psychologists, executives or anyone else involved in the merger process.

• Davis, S. (2000). Bank mergers: Lessons for the future. New York: St. Martin's Press.

Senior executives from banks in Japan, Europe and United States, who have experience in mergers, analyze eight cases studies of mergers. Report how to plan a merger, the role of leadership and how to address the cultural conflict. The article also provides a guide for future experiences in the merge process.

• Gancel, C., Raynauld, M., & Rodgers, I. (2002) Successful Mergers Acquisitions and Strategic Alliances: How to Bridge Corporate Cultures. New York: McGraw-Hill Companies.

This book provides a proven approach to understanding, analyzing, and acting on culture difference in today's increasingly global M&A marketplace. Based on interviews with senior executives across the United States, and Southeast Asia, it explains how to address the operational differences between the organizations with divergent cultures and helps readers manage the emotional dimensions of multicultural M&A transactions including reassuring key executives to head off costly defections.

• Mcgarvey, R. (1997). Merge Ahead. Entrepreneur.com (www.entrepreneur.com/article/0,4621,227654,00.html.).

This article will discuss the recent merger announcements and why some fail. It will discuss the reason why business marriages are hurried and the negative outcomes that could result in a loud clash of culture styles. The article will discuss why companies going through a merger will sometimes spend more time focusing on the financials and ignore the potential culture incompatibilities.

• Smith, L. (2005). How to Survive a Corporate Merger. USNews.com (www.usnews.com/usnews/biztech/articles/050815/15eeculture.html)

This article will focus on how to survive a corporate merger. It is common knowledge that all mergers will in one way or another cost people their jobs. With this knowledge how does a CEO take the best from best including cultures? Failure to understand and accept culture changes during a merger is a huge mistake that can doom a merger right from the start.