Professional Documents
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268 Strategic alliances, mergers and acquisitions
previous managers have dif culty coping with change on this scale. People
feel extremely uncertain. They may even react arrogantly, but they shrink
from taking determined action. It is not entirely surprising therefore that
frms entering into other markets fnd that they must adjust their manage-
ment principles and normal practices. Foreign frms are challenged to
combine management by confdence- building, provide orientation, and
support the self- esteem of local businesses and institutions. Management
by objectives, as traditionally conceived, is often out of place. The adjust-
ment to the new circumstances can be confusing and even traumatic (see,
for example, Black et al., 1991, 298; Ward, 1996).
The degree of confusion of a collective culture shock may be infuenced
by interests, voids between the actual and the perceived change, expecta-
tions, learning capabilities and available resources. Expatriates may be
under orders to dismantle old rules and regulations, and to introduce
new rules. If local people cannot make sense of newly imposed rules,
expatriates merely create vacuums and confusions. Although collective
cultural shock is not a very much studied phenomenon, we can suggest
that important insights from the study of individual cultural shock will
apply to collective cultural shocks, too. We certainly have to distinguish
diferent efects of desired and undesired change, of gaps between actual
and perceived change, of unrealistic expectations and surprise (compare
the constructs change, contrast and surprise by Louis, 1980; and life
changing variables by Birdseye and Hill, 1995).
We suggest that the confusion following a radical system change will be
less pronounced if:
an integrative strategy is pursued;
expectations are realistic;
information is broadly available;
resources are devoted to cope with the change.
Under such conditions, we may posit a relatively higher chance of accept-
ance and that overall satisfaction could be reached again. Against that,
the process to overcome confusion becomes more dif cult and more
protracted if neither civic nor instrumental identity is desired. People feel
marginalized and a negatively charged atmosphere is created. Resistance
to change is an inevitable consequence. Collective adjustment processes
take much longer than individual adjustment, for the simple reason that at
the turning point most of the rules and organization of the new system do
not exist. Information about the new system is not available. The system
has yet to be negotiated and created. While individuals can go back home,
institutions can never return to their old system. What has happened is
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Resistance to the transfer of management knowledge 269
that the cross- border merger has created an organization which is in efect
perceived by headquarters managers as a scarcely manageable hybrid.
HYBRIDIZATION
Evidence of the kind we considered at the beginning of this chapter shows
that hybridization the process of creating a manageable hybrid is all
too often a taxing, protracted experience. Hurt and Hurt (2005) inves-
tigate into some eight years experiences of several French retail chains
with market entry into Poland, and their dif culties in managing local
subsidiaries. In the frst wave after takeover French expatriates separate
themselves from local people, proudly show of their wealth and drive
fancy cars. In a period of about two years these French expatriates can
surely cope with the refusal and passive resistance of local workers. Next-
generation French expatriates begin to notice that they have to learn from
their Polish staf and begin to socialize, concealing rather than parading
their comparatively good income. During that period French expatriates
manage to establish a hybrid corporate culture in local Polish subsidiar-
ies. Hurt and Hurt (2005) call that a common space. In a third wave,
after about 56 years when possibly most of the original local staf have
been replaced, another generation of French expatriates can establish a
corporate culture that comes close to the headquarters culture.
Napier (2005) describes the attempt of a Vietnam business school to
import MBA courses from the USA or Western Europe. In spite of all the
good intentions the Vietnamese scholars remained passive during the frst
18 months. Western scholars had dif culties in coping with that attitude.
Only after a new generation of Western scholars began to socialize with
the Vietnamese did a process of reverse learning establish itself. Western
scholars learned about local conditions. Based on that experience, Western
scholars together with the Vietnamese could adapt Western management
knowledge to local Vietnamese needs. In a long process of about ten years
hybrid forms were developed, which could be absorbed by the Vietnamese
scholars.
In both cases the development of hybrid forms of corporate culture or
of hybrid management concepts is of decisive importance for the process
of coping with collective culture shock. Therefore, in order to explore the
processes of coping with collective culture shock, we have to refne and
extend the Berry (1980) concepts of assimilation, integration, separa-
tion and marginalization by introducing the concept of hybridization.
Hybridization could constitute intermediary stages in integration and
assimilation processes.
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270 Strategic alliances, mergers and acquisitions
Let us briefy reconsider the FrenchPolish retail case (Hurt and Hurt,
2005) The frst step was marginalization: the French implemented their
corporate culture (management knowledge) without further ado. When
this failed, because of the unanticipated cultural shock on both sides, a
new generation of expatriates socialized with local Polish middle manag-
ers and reintegration took place (the term common space of Hurt and
Hurt clearly describes a hybrid corporate culture). In the fnal step mar-
ginalization strategy was pushed through, staf who did not ft were fred,
and assimilation was enforced. As in the Vietnam case (Napier, 2005),
the imported and adapted form of management knowledge prevailed.
Transfer of management knowledge to Vietnam fnally led to the inte-
gration of Western management knowledge into the Vietnamese context
(Napier, 2005).
All too often that hybrid system is fnally aborted by sociopathic
leaders from headquarters or sent from headquarters (to use a term of
Yolles and Iles, 2006) with a desire for self- gain at any cost. In terms of
the social viable systems model, hybridization means a partial adjust-
ment process of all three domains, while the four processes remain open.
Blockages of type AP1, AP2, AG1 and AG2 (see Figure 10.4) will not
persist after the initial cultural shock is overcome. We fnd several articles
which highlight specifc measures and conditions that facilitate the process
of hybridization. We have already mentioned socializing of expatriates
with locals (Hurt and Hurt, 2005; Napier, 2005).
Vance and Paik (2005) emphasize the importance of inpatriation,
whereby local staf identifed as management potential are delegated to
headquarters to assume tasks, to socialize with headquarters staf, and to
acquire tacit and explicit knowledge of headquarters management princi-
ples at source. Although issues of inpatriate acculturation are emerging
(Harvey, 1997; Harvey and Miceli, 1999; Harvey et al., 1999; Ward et al.,
2001), upon return to the subsidiary these former inpatriates can more
easily interact with expatriates and create hybrid forms of organizational
cultures that rely on elements of headquarters culture and of prevailing
subsidiary cultures, but also defne the cross- cultural interfaces (Figure
10.4). If the processes of autogenesis are not blocked then organizational
values are adjusted to the hybrid subsystem and action, and to a new
composition of managers and staf (Figure 10.5).
VIA HYBRIDIZATION TO CULTURAL STRETCH
There is now suf cient evidence that attempts to create mergers are beset
with problems directly connected with the failure to harmonize knowledge
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Resistance to the transfer of management knowledge 271
systems (Hurt and Hurt, 2005; Kuznetsov and Yakavenka, 2005; May et
al., 2005; Napier, 2005). These contributions demonstrate that knowledge
transfer takes longer to succeed than is originally envisaged. We are often
talking in terms of years rather than weeks or months, resulting in the
allocation of unanticipated resources including managers time for coping
with that most recurrent of events, namely todays crisis. What can be
the response to such intractable problems? We suggest a new concept and
explain how it can work in practice. The concept is cultural stretch.
Cultural stretch refers to how individuals or groups of people adjust
their behaviour to suit the demands of working under the impact of a
strong corporate culture, which signifcantly difers from a prevailing
culture into which a local subsidiary of a frm is embedded. Meeting
organizational goals calls for alignment of individual staf with the head-
quarters requirements alongside the norms and values embedded in
manifold stakeholder cultures. Cultural stretch is the efort that individu-
als as organizational actors make to reduce the sense of mutual aliena-
tion and wariness, as well as an anarchic impulse to resistance, that often
accompanies processes aimed at merging organizations.
At the individual level cultural stretch means more than mere fexibility
and applying, as they say, cross- cultural awareness. Cultural stretch is
evident when an individual takes specifc psychological and emotional
steps to create what Nonaka and Takeuchi (1995) call common cognitive
ground with the cultural others. However, overall cultural stretch should
be viewed as an organizational tendency, whose efects may only become
apparent after the passage of years. What is also important to grasp about
Inpat
Personality
Hybrid- Subsidiary
Values
Subsidiary
Values
Headquarters
Expat
AP1
AG1
AG2
AP2
AG1
AG2
Action
(Cultural Standards)
Hybrid-Subsidiary
Figure 10.5 A pathologic subsidiary in cultural stretch
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272 Strategic alliances, mergers and acquisitions
cultural stretch is that it is notionally and practically linked with the
concept of hybridization.
Hybridization can take various forms, some of which probably happen
simultaneously, others consecutively: substitution, sense- making, chang-
ing interpretation of texts, improvisation, combination, internalization,
integration. Substitution would mean that part of the existing rules are
replaced by rules imported from another organization, for example
from the new headquarters. A hybrids rules would consist of a set of
rules from the new headquarters and another set that remains from the
acquired local subsidiary. As we already know, this may not suf ce, since
knowledge changes its meaning when migrating, and locals may not be
in a position to make sense of the newly imported rules. In a process of
sense- making (Weick, 1995) locals and expatriates may develop a mixture
of two social languages within the limits of a single utterance (Bakhtin,
1996, 304). The same text, an utterance that belongs, by its grammatical
and compositional makers, to a single speaker (Bakhtin, 1996, 304) may
contain two speech manners, two styles, two languages, two semantic and
axiological belief systems (Bakhtin, 1996; Fink et al., 2007). It frequently
happens that even one and the same word will belong simultaneously to
two languages, two belief systems that intersect in a hybrid construction
(Bakhtin, 1996, 305).
Changing interpretation of identical texts is often accompanied by
improvisation (Weick, 1998). Local managers and staf adopt variations
of known themes in order to suit the purpose better. The process of
hybridization (Figure 10.4 may be complemented by combination in the
sense of Nonaka and Takeuchi (1995), when new knowledge is combined
with previously existing local knowledge; and by internalization, when
the combined explicit knowledge is converted into new tacit, applicable
knowledge. If and only if there is also a back transfer of that new knowl-
edge into the headquarters, may that conclude a process of integration as
perceived by Berry (1980). New concepts replace both previous concepts
that existed separately before, at the headquarters and at the acquisition.
Blockages of type AG1 and AG2 (autogenesis, Figures 10.4 and 10.5)
possibly will persist, if headquarters insists on imposing its value system
(vision, mission, basic principles) on local staf. In that case, cultural iden-
tity of local staf with the organization (as a subsidiary of a foreign frm)
might become impossible forever. Extrinsic motivation will become the
main guiding principle: better pay than elsewhere, not necessarily good
pay. Yolles (2007) describes that as a sociopathic organization. The
consequences are: (1) marginalization of others who do not have access
to resources; and (2) marginalization of local staf and of local manag-
ers, in particular. On the one hand, expatriates do not identify with that
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Resistance to the transfer of management knowledge 273
set of values which derives from the local community and from previous
subsidiary values. On the other hand, local staf and local managers do not
identify with that set of corporate values which is not compatible with pre-
vailing national values and host- country cultural standards (Figure 10.5).
Those who have to behave within an organization according to rules and
values which they cannot accept, are under permanent cultural stretch.
DISCUSSION AND CONCLUSION
The evidence we have considered from the perspective of cultural stretch
suggests that values, rules, managers and staf are divergent, depending on
the time that has elapsed after the event the merger, the cross- border
acquisition, the transfer of all the knowledge judged to be necessary has
taken place. In the context of foreign direct investment (greenfeld invest-
ments, joint ventures, acquisitions and mergers), there is apparent need
of more longitudinal studies. Research should not solely be based on
interviews with the currently present expatriate managers, but also has
to investigate the interests, perceptions and behaviour of local managers
and staf: those who have left the frm, those who remain, and those who
were hired to ft the new corporate culture. There is also apparent need to
assess the success of frms not by the expatriate managers perceptions
voiced in interviews, but by hard data from the proft and loss accounts;
not estimated, but actually measured labour productivity in physical terms
(per employed person and per hour); not overall sales and cash fows, but
sales and cash fows per employed person, and so on.
Industry context may play an important role, too. This is well exem-
plifed in the aircraft industry with respect to the failed takeover in
the 1990s of the Dutch concern Fokker by the German aerospace
giant, DASA (Heerkens and Ulijn, 2000). There may be vast diferences
between technology- driven corporations and consumer- oriented frms,
between industries with strong competitive pressures and industries with
established oligopolistic or even monopolistic competition. Relations
between value systems (national, corporate, personal) have been not
deeply researched, although they have been addressed by a few scholars
(Hofstede et al., 1990; Hofstede and McCrae, 2004; Sagiv and Lee, 2006;
Sagiv et al., 2005). At the organizational level, these interrelations need to
be studied within the framework of negotiations and learning processes
(Yolles, 2006; Magala, 2005).
We have been concerned with cross- cultural situations, although it is
surely clear that cultural stretch also has conceptual applicability to a
purely national- monocultural set of circumstances: for example, when
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274 Strategic alliances, mergers and acquisitions
one French company takes over another French company, because corpo-
rate cultures difer also within one nation. The notion of cultural stretch
would appear to meet the need for more phenomenon- driven research
(Cheng, 2007; Dunning, 2006; Oesterle and Laudien, 2007) aiming at iden-
tifcation and learning of actual behaviour, communication, and decision-
making within organizations. This kind of research could be undertaken
within the currently predominant paradigm of quantifed cultural dimen-
sions or personality traits, but more also needs to be done outside the
dimension paradigm.
It is important to stress that the concept of cultural stretch that we have
elaborated in this chapter is derived from a commentary of several instances
of forms of human resistance to forms of organizational change or the
imposition of new knowledge. We have attempted to relate cultural stretch
to the SVS model of Yolles and Iles, as we have wished to demonstrate that
cultural impacts on organizations under the immense strain of major events
such as a cross- border merger can be helpfully viewed in pathological terms.
This perspective can shed useful light on behaviours associated with famil-
iar concepts such as marginalization and assimilation (Berry, 1980) even
Nonaka and Takeuchis (1995) famous model of knowledge creation.
NOTES
1. See also: (http://www.dw- world.de/dw/article/0,2144,318142,00.html; and http://www.
wams.de/data/2006/06/18/921179.html.
2. http://eca.europa.eu/audit_reports/special_reports/docs/2006/rs02_06en.pdf; and http://
www.rferl.org/featuresarticle/2006/04/c890a3ed- 62d6- 41f1- b431- 6fed09ddf294.html.
3. The theory is based on Fink and Holden (2008).
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