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dc.contributor.authorWollersheim, Juttaen_US
dc.contributor.authorBarthel, Erichen_US
dc.date.accessioned2009-01-30en_US
dc.date.accessioned2009-09-10T13:57:03Z-
dc.date.available2009-09-10T13:57:03Z-
dc.date.issued2008en_US
dc.identifier.piurn:nbn:de:101:1-2008090105en_US
dc.identifier.urihttp://hdl.handle.net/10419/27860-
dc.description.abstractSeveral investigations came to the conclusion that, considering in retrospect, most Mergers & Acquisitions were not successful. Differences in the corporate cultures are often quoted as being responsible for the failures. So, the question arises how such failures can be prevented in future. Conducting a Cultural Due Diligence is a possibility to examine differences in corporate cultures, even before a merger takes place. That is why, after a description of general culture concepts, we discuss various attempts at Cultural Due Diligence of consultancy firms. Referring to these attempts at Cultural Due Diligence as well as to the general culture concepts, we draft a further developed concept at the end of this working paper.en_US
dc.language.isogeren_US
dc.publisherFrankfurt School of Finance & Management Frankfurt a. M.en_US
dc.relation.ispartofseriesWorking paper series // Frankfurt School of Finance & Management 94en_US
dc.subject.jelG34en_US
dc.subject.jelM12en_US
dc.subject.jelM14en_US
dc.subject.ddc330en_US
dc.subject.keywordCultureen_US
dc.subject.keywordcultural due diligenceen_US
dc.subject.keywordmergers & acquisitionsen_US
dc.titleKulturunterschiede bei Mergers & Acquisitions: Entwicklung eines Konzeptes zur Durchführung einer Cultural Due Diligenceen_US
dc.typeWorking Paperen_US
dc.identifier.ppn577675583en_US
dc.rightshttp://www.econstor.eu/dspace/Nutzungsbedingungen-
dc.identifier.repecRePEc:zbw:fsfmwp:94-
Appears in Collections:Frankfurt School - Working Paper Series, Frankfurt School of Finance and Management

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