1. Review Frameworks (Hofstede, Trompenaars, and GLOBE)

- to understand some generic differences between thenational cultures involved in the merger and anticipate some of the likely problems.

2. examine the potential areas of organizational conflict with senior managers from each company and/or with managers with some experience of two or more of the countries and their ways of doing things.

3. Cultural training/ induction + joint meetings and events to get to know each other

could also have improved understanding and morale.

However, the cost–benefit trade-off

for these kinds of pre- and post-merger activity is difficult to precisely assess.

CULTURE & CHANGE.

MERGER Example.

What could senior managers have done before and after the merger to alleviate

some of the problems that resulted from culture clash?