Description
Cross-border mergers, acquisitions and alliances share at least two characteristics with the marriage trends of the “baby boom” generation: they have grown explosively during the 1980s and 1990s and-less fortunately-they fail about half the time. Cross-cultural differences play a key part in their failure. Morosini’s book sets out practically orientated guidelines on how to handle cultural differences in such a way as to improve the success rate of cross-border acquisitions and alliances. Within an academically rigorous framework it makes extensive use of original case studies and interviews with top executives of leading multinationals involved in international acquisitions and joint ventures, as well as the work of some of the leading scholars in the field.
