People and culture are an integral part of success or failure of merge. Shrivastava (1986) claims that in order to achieve the best possible outcome of an acquisition/merger, the two companies should be integrated to make them as similar as possible by attaining a mutual corporate culture. In reality, acquired companies are often forced to adapt to the acquiring company’s culture and routines (Napier et al., 1989), which may lead to the ‘culture clashes’.

The importance of cultural due…