@phdthesis{Weber2020,
  type      = {Master Thesis},
  author    = {Vanessa Weber},
  title     = {Cultural Due Diligence},
  journal    = {Cultural Due Diligence. Macht es bei grenz{\"u}berschreitenden M\&A-Transaktionen Sinn?},
  doi       = {10.25924/opus-3690},
  pages     = {IX, 88},
  year      = {2020},
  abstract  = {Much research has been conducted in recent years to discover the reasons for the high failure rate of M\&As, whereas one frequently cited reason is the incompatibility of the corporate cultures. In order to minimize this risk and to be able to react to these differences already at an early stage, Cultural Due Diligence offers itself as part of the due diligence process. Unlike existing, more general research, I emphasize the cultural challenges companies face when investing transnationally with this thesis. Using the results of a single case study with inductive character, I answer the question how to conduct Cultural Due Diligence in cross-border M\&As and propose an appropriate model. The findings reveal that especially in cross-border M\&As, cultural incompatibility poses a risk for failure. I was able to find out that companies that seek to grow internationally with M\&As deal with similar issues in terms of corporate culture as pointed out in existing Cultural Due Diligence methods. The present study, however, shows that national culture has a great influence on corporate culture, which is why it is essential to include it in the cultural assessment in cross-border acquisitions. This provides information about why there are differences, besides the fact that they exist. Only this understanding puts a company in the appropriate starting position to recognize differences, understand them, assess whether these differ-ences are acceptable, as well as to develop appropriate strategies to address them in the integration phase.},
  language  = {en}
}