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Purpose: This study aims to investigate, if Multinational Corporations incorporate employees’ culture while forming their organisational culture and the impact of cultural integration on the organisation’s business activities.  Design/methodology/approach: This is an exploratory research in which qualitative data is used. Interviews were administered to 14 employees at Sandvik AB, Sandviken in Sweden. As for validity and reliability, the data for this work was collected from a real life case (Sandvik) and the interview responses were transcribed and analysed in relation to what other scholars consider together with the ideas of the authors.  Findings: This study shows that MNCs incorporate employees’ culture into their organisational culture. Factors of employees’ cultures are present in the organisational culture of Sandvik. Cultural integration as indicated by this study influences job performance, job satisfaction, and give a good image to the organization. It improves team members’ skills and creates aspiration among the employees.  Originality/value and contribution: This topic seems to be one of the few studies that investigate if MNCs incorporate employees’ culture into their organisational culture. It therefore fills the theoretical gap in this area of study. The study contributes to the few studies of integrating employees’ culture into an organisational culture and acts as a start-up guide to future studies.  Limitation: Only one MNC is used in this study. Ideally, another MNC would have been investigated, so as to know if the present results are recurrent with another case. The study is also limited to only the aspect that deals with the integration of employee’s culture into an organisational culture, and not cultural diversity in its totality. It is of interest for scholars in future studies to examine the topic under review relating to several organisations.

With social structure and technology rapidly changing, business globalisation has been regarded as a worldwide trend. While there have been many cases and literature on management of culture integration for merger and acquisition from a Western perspective, few have discussed cultural integration in an Asian context. This study provides a case study of cultural integration strategies Lenovo has undertaken to manage employees from both teams after the M&A. It adopts a semi-structure face-to-face interview research method, which 5 participants were selected from the culture integration committee for interview. During the interview, each participant answered the questions from their perspective of the job position they are currently in. The method would enhance the quality of the research as it looks into the problems and strategy that Lenovo has encountered and undertaken from various points of view. However, as no employees from IBM PC-D on the committee were available to participate in the research, it might place some limitations on the research simply because IBM team’s opinions were not taken into account. After analysing the results obtained from the participants, the researcher found that there were several motives for Lenovo to acquire IBM PC-D, including: - 1) internationalization, 2) acquiring technology and skills, 3) acquiring a brand, 4) obtaining access to new customers, 5) increase bargaining position to suppliers. Among these five motives, acquiring brand was considered to be the most important motive. As Chinese product has always been marketed at the lower end of the product line with low costs and poor quality, acquiring IBM’s brand would enable Lenovo to boost its product image and to gain access to customers outside the Chinese market. In managing two teams within the organisation, Lenovo has taken very few steps to integrate two teams into one. Instead, a separate management mode was encouraged by Lenovo to allow IBM PC-D to maintain its own management system and procedures. In addition, a culture integration committee was voluntarily set up by employees from various departments to design initiatives to encourage communication between two teams. When problems arise due to the difference between two teams, Lenovo has adopted an accommodation strategy by making adjustments to the work schedule of its employee in the Lenovo team in order to accommodate employees in IBM team. As a result, it has increased the workload for staff in Lenovo team and this may thus lead to stress and work-life imbalance to its employees. Overall, the strategy that Lenovo has adopted to manage two teams seems to have worked well and the culture integration committee appears to have served well in encouraging the communication between two teams. On the other hand, as the participants in the interview were not directly involved with the designing and crafting the strategy of culture integration, that might have some limitation on the result. Therefore, it is suggested that further research can be done to capture the opinion from members that are directly involved in the design of culture integration strategy as well as teams from IBM PC-D in order to ensure a well provided empirical and consistent view.

As one of the most important means of globalization for companies around the world, mergers and acquisitions (M&As) have been adopted as a core growth and expansion strategy. M&A integration involves combination in various areas, in which cultural integration has an important role. Nevertheless, the potential positive and negative impact of cultural dimensions on the success of M&A activity is somewhat less acknowledged in the business community. The purpose of this paper is to explore problematic cultural issues in order to get an understanding of the characteristics and outcome of cultural integration as influenced by both national culture and organizational culture in M&A. In order to fulfil the purpose a qualitative case study approach was chosen. Semi-structured phone interviews were made with the top managers who were responsible for the deal and employees that worked for both companies during the transition period. In addition, two survey were conducted among KPMG and Andesen members. It could be summarized that KPMG and Andersen deal result in a great loss of ex-Andersen employees, due to the resistence from employees to the new culture after integration.

The purpose of this paper is to investigate what cultural changes can be observed in an acquired company’s corporate culture in one unit that is integrated in the acquiring company’s routines - but not physically integrated. This research aims to contribute to the understanding of post-acquisition situations in the long-term. To fulfill this purpose, the following questions were to be answered: how do the employees at the acquired (but not physically integrated) company unit experience the corporate culture seven years after the acquisition, and how do they feel knowing their unit will be transferred to the same location as the acquirer company? Answering these questions, an exploratory qualitative case study of GEHC in Uppsala was implemented with fourteen employees interviewed at GEHC Boländerna and the unit in Fyrislund. The results revealed that the culture at the acquired unit today is partly changed and the core values are no longer prominent to the same extent, despite being deliberately maintained by the employees. There is also a partly negative attitude towards the physical integration, as the last parts of the acquired company´s culture will entirely disappear as the employees will be divided into different departments once they move to Boländerna.

<p>As one of the most important means of globalization for companies around the world, mergers and acquisitions (M&As) have been adopted as a core growth and expansion strategy. M&A integration involves combination in various areas, in which cultural integration has an important role. Nevertheless, the potential positive and negative impact of cultural dimensions on the success of M&A activity is somewhat less acknowledged in the business community.</p><p>The purpose of this paper is to explore problematic cultural issues in order to get an understanding of the characteristics and outcome of cultural integration as influenced by both national culture and organizational culture in M&A.</p><p>In order to fulfil the purpose a qualitative case study approach was chosen. Semi-structured phone interviews were made with the top managers who were responsible for the deal and employees that worked for both companies during the transition period. In addition, two survey were conducted among KPMG and Andesen members.</p><p>It could be summarized that KPMG and Andersen deal result in a great loss of ex-Andersen employees, due to the resistence from employees to the new culture after integration.</p>

With social structure and technology rapidly changing, business globalisation has been regarded as a worldwide trend. While there have been many cases and literature on management of culture integration for merger and acquisition from a Western perspective, few have discussed cultural integration in an Asian context. This study provides a case study of cultural integration strategies Lenovo has undertaken to manage employees from both teams after the M&A. It adopts a semi-structure face-to-face interview research method, which 5 participants were selected from the culture integration committee for interview. During the interview, each participant answered the questions from their perspective of the job position they are currently in. The method would enhance the quality of the research as it looks into the problems and strategy that Lenovo has encountered and undertaken from various points of view. However, as no employees from IBM PC-D on the committee were available to participate in the research, it might place some limitations on the research simply because IBM team’s opinions were not taken into account. After analysing the results obtained from the participants, the researcher found that there were several motives for Lenovo to acquire IBM PC-D, including: - 1) internationalization, 2) acquiring technology and skills, 3) acquiring a brand, 4) obtaining access to new customers, 5) increase bargaining position to suppliers. Among these five motives, acquiring brand was considered to be the most important motive. As Chinese product has always been marketed at the lower end of the product line with low costs and poor quality, acquiring IBM’s brand would enable Lenovo to boost its product image and to gain access to customers outside the Chinese market. In managing two teams within the organisation, Lenovo has taken very few steps to integrate two teams into one. Instead, a separate management mode was encouraged by Lenovo to allow IBM PC-D to maintain its own management system and procedures. In addition, a culture integration committee was voluntarily set up by employees from various departments to design initiatives to encourage communication between two teams. When problems arise due to the difference between two teams, Lenovo has adopted an accommodation strategy by making adjustments to the work schedule of its employee in the Lenovo team in order to accommodate employees in IBM team. As a result, it has increased the workload for staff in Lenovo team and this may thus lead to stress and work-life imbalance to its employees. Overall, the strategy that Lenovo has adopted to manage two teams seems to have worked well and the culture integration committee appears to have served well in encouraging the communication between two teams. On the other hand, as the participants in the interview were not directly involved with the designing and crafting the strategy of culture integration, that might have some limitation on the result. Therefore, it is suggested that further research can be done to capture the opinion from members that are directly involved in the design of culture integration strategy as well as teams from IBM PC-D in order to ensure a well provided empirical and consistent view.

El centro cultural islámico es un proyecto ubicado en el punto comercial y educativo más importante del distrito de Magdalena, en la ciudad de Lima. Se trata de un centro cultural que buscar darle una identidad arquitectónica propia a la comunidad musulmana para distinguirla y caracterizarla en Lima. Asimismo, cumple la doble función de elemento integrador entre los miembros de la comunidad musulmana de Lima y entre los miembros de esta comunidad con la sociedad limeña con una identidad más flexible y amplia para subsistir no sólo en el ámbito religioso, sino también en lo cultural y social. / The Islamic cultural center is a project located in the most important commercial and educational point of the Magdalena district, in the city of Lima. It is a cultural center that seeks to give its own architectural identity to the Muslim community to distinguish it and characterize it in Lima. Likewise, it fulfills the double function of an integrating element among the members of the Muslim community of Lima and among the members of this community with the Lima society with a more flexible and broad identity to subsist not only in religious sphere, but also in cultural and social sphere. / Trabajo de investigación

The current academic literature is inadequate on the possibility of applying a typological model of effective cultural integration within the context of public-private partnerships, particularly when governments collaborate with multinational corporations. Using Schein's organizational cultural framework as the foundation, the purpose of this case study of a partnership between a West African government and a multinational petroleum corporation is to understand clearly how synergistic cultural integration coupled with statutory requirements could catalyze public-private partnership success. Data for this study came from interviews with American or Nigerian individuals who were familiar with the partnership in the West African country, a review of documents related to the partnership, and observational notes compiled during interviews. The Organizational Cultural Assessment Instrument inspired the interview questions. Data was coded and analyzed using a modification of Strauss and Corbin's 3-tiered analytic procedure. Key findings revealed the need for culturally based positive change dynamics to maximize evolving partnership growth and success. There were also indicators that an effective cultural integration synergistic typology would propel evolving competitive service delivery, efficient policy implementation, workforce motivation, economic and financial profitability, efficient communication channels and technological innovativeness, managerial and administrative expertise. The knowledge of organizational cultural integration dynamics is useful to academicians, public administrators, policy makers, and executives in structuring public and private partnerships in a culturally sensitive way for long-term organizational growth and success.

The life history research reported here, explores Becoming, Othering, and Mothering experiences of Korean immigrant women with White dominant culture English speaking Canadian-born spouses, and is guided by the research questions: (1) How do the Korean immigrant women who have White dominant culture English speaking Canadian-born spouses describe their linguistic and cultural integration into their intercultural families and Canadian society? (2) How do they negotiate and reconstruct their identities? (3) How do they describe their strengths and challenges as foreign wives and immigrant mothers in intercultural families and as immigrants in Canadian society? and (4) How do they deal with their children’s dual languages, cultures and identities? Multiple life history interviews were conducted with seven participants; additionally, the researcher’s autoethnography was included. The data were examined through reflexive analysis—within-case analysis, and across-case analysis—and interpreted through an interpretivist perspective (Crotty, 1998; Mack, 2010). Emergent themes in three main categories include—becoming, othering and mothering—each of which is discussed in terms of language socialization, linguistic and cultural power relations, and the impact of linguistic and cultural integration and power relations on participants’ identities. This research brings to attention the circumstances of linguistically, culturally, and racially marginalized minority people in Canada. When the intercultural family is viewed as a microcosm of Canada’s multicultural society, this research provides to both dominant-culture Canadians and minority group people, awareness of how linguistic, cultural, and racial hegemony marginalizes minority people in Canada. / May 2016