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In this paper two studies about the impact of cultural differences on corporate marriages are discussed. Very often it is hypothesized that culture has a large impact on joint ventures and mergers, however, few studies come up with empirical evidence. To explore such culture's consequences two studies were conducted, where different research approaches were used. In the first study into Japanese and American joint ventures in Indonesia, an etic research approach was chosen. Leadership styles and stress were examined in particular, as effects of differences in national cultures. On most of the concepts we measured, Japanese managers seem to fit better in an Indonesian context than American managers do. In the second study into Japanese-Dutch and American-Dutch mergers, an emic research approach is used. Two American-Dutch mergers and one Japanese-Dutch merger are currently the subject of research. The focus of the second study is on the acculturation process of the two merging entities. Based on the preliminary results and an extensive literature review, it is concluded that Japanese-Dutch companies are more difficult to combine than American-Dutch companies, although culture clashes also occur in American-Dutch combinations.

AbstractThis paper discusses the need for knowledge management in mergers and acquisitions. In mergers and acquisitions two cultures are combined, and also two systems of knowledge and insights are integrated. In order to develop and sustain competitive advantages for the knowledge‐intensive firm, strategic management should enable the development and sharing of new knowledge and other resources. However, a number of factors make knowledge management a highly fragile process. This paper discusses some preliminary findings, indicating directions for future research regarding factors that play a role in knowledge creation, and the roles for knowledge enablers in facilitating this process of knowledge creation. Copyright © 2002 John Wiley & Sons, Ltd.