ABSTRACT
This chapter analyzes the intercultural conflict that happened among three companies from various cultural backgrounds in a recent merger and acquisition and extends the research of previous studies on intercultural conflict by exploring the interplay of cultural variability at different levels of organization with two distinct situational factors. It discusses the intercultural conflict in the context of transnational merger and acquisition (M&A) with an empirical analysis of a recent acquisition case. The chapter explains how cultural differences among transnational companies at the individual, organizational and national levels may lead to cultural conflict during the acquisition process. Using a culture-based conflict lens, cultural dimensions such as individualism and collectivism can often be seen to color conflict attitudes, expectations and behaviors when people are involved in emotionally frustrating episodes. Case studies can be used to explain, describe or explore events or phenomena in the everyday contexts in which they occur.
