ABSTRACT
Moving away from ‘Corporate Entrepreneurship’ associated with an organic internal development process (Part III), this part of the book analyses in detail the entrepreneurship synergies associated with mergers and acquisitions (MampentityA). It focuses on the integration process the acquirer sets up to address the organizational cultural transformations required in cross-border acquisitions. The main contribution is to offer a model for integration strategies to support the achievement of cultural and entrepreneurial synergies. The model was derived from five pairs of firms undergoing the challenges of an acculturation and integration process.
