Cross-Cultural Challenges in the Post-Merger Integration Process
Cross-Cultural Challenges in the Post-Merger Integration Process

Summary/Abstract: Objective: The objective of this article is to analyze post-merger integration (PMI) in cross-border mergers and acquisitions from an intercultural management perspective. The study seeks to explain why post-merger integration remains highly problematic despite globalization-driven convergence of management practices and increasing experience of firms in international expansion. Methodology: The article employs a qualitative, integrative research design based on a critical review of literature from intercultural management, organizational psychology, and international business studies. The analysis is supported by selected empirical findings and well-documented case examples of cross-border mergers and acquisitions, enabling a synthesis of theoretical and practical insights into intercultural integration challenges. Findings: The findings show that cultural differences continue to be central in shaping PMI outcomes. Persistent divergences in leadership models, communication norms, power distance, and organizational identity generate identity threats, mistrust, and resistance to integration. These intercultural dynamics frequently undermine integration processes even when strategic objectives and formal integration plans are well defined. Value Added: The article contributes to intercultural management research by challenging convergence-based assumptions in globalization theory and by integrating cultural, psychological, and organizational perspectives into a coherent framework for analyzing PMI. It highlights the limits of standardized integration approaches and emphasizes the importance of culturally embedded meaning, identity, and social interaction in post-merger contexts. Recommendations: The article recommends that managers involved in cross‑bordermergers and acquisitions adopt a culturally informed approach to post‑mergerintegration. This includes systematic cultural due diligence, context‑sensitiveleadership practices, and the active management of identity and trustduring integration. Future research should further explore intercultural leadershipcapabilities and integration mechanisms that enhance collaboration and mutualunderstanding in culturally diverse post -merger settings.

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