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dc.contributor.authorWollersheim, Juttaen
dc.contributor.authorBarthel, Erichen
dc.date.accessioned2009-01-30-
dc.date.accessioned2009-09-10T13:57:03Z-
dc.date.available2009-09-10T13:57:03Z-
dc.date.issued2008-
dc.identifier.piurn:nbn:de:101:1-2008090105en
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
dc.language.isogeren
dc.publisher|aFrankfurt School of Finance & Management |cFrankfurt a. M.en
dc.relation.ispartofseries|aFrankfurt School - Working Paper Series |x94en
dc.subject.jelG34en
dc.subject.jelM12en
dc.subject.jelM14en
dc.subject.ddc330en
dc.subject.keywordCultureen
dc.subject.keywordcultural due diligenceen
dc.subject.keywordmergers & acquisitionsen
dc.titleKulturunterschiede bei Mergers & Acquisitions: Entwicklung eines Konzeptes zur Durchführung einer Cultural Due Diligence-
dc.typeWorking Paperen
dc.identifier.ppn577675583en
dc.rightshttp://www.econstor.eu/dspace/Nutzungsbedingungenen
dc.identifier.repecRePEc:zbw:fsfmwp:94en

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