A Linguistic Analysis
2 Intercultural Mergers and Acquisitions
2.1 The basic phenomenon of intercultural mergers and acquisitions Successful organisational change is becoming a critical issue that affects every- one. Chief executive officers are held accountable for it, customers require it, stakeholders and shareholders expect it, and continued growth depends on it. This is a battle for survival that culminates on two fronts: workers and middle managers are fighting for their jobs, whilst their leaders endeavour to change their organisation to upgrade performance. Both sides appear to be losing their respective battles for closely related reasons. Top leaders are in a quandary be- cause they cannot achieve required productivity and growth objectives by sim- ply eliminating jobs. Workers and middle managers are unable to adapt their skills to fill the kind of roles that create continued growth, productivity, and em- ployment. This situation has been intensified with increasing globalisation. Peo- ple around the globe are more connected than ever before. Information and money flow faster than ever. Goods and services produced in one part of the world are increasingly available all over the world. International travel is more frequent, international communication is commonplace, and M&A activities seem to have become popular. Giddens (2003) defines globalisation as a decoupling of space and time, emphasising that with instantaneous communication, knowledge and culture can be shared around the world simultaneously. This statement defines globalisation as a process in which geographic distance becomes of lesser importance in the establishment and maintenance of cross-border economic, political and socio- cultural relations. Furthermore, increasing numbers...
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