Since the early 1980s, mergers and acquisitions have been developing in Europe and worldwide. After the dramatic increase in the number of mergers and acquisitions in the second half of the 1980s, the 1990s leaves its mark by rapid cross-border connections and increased significant value of transactions. In 2000, the value of mergers and acquisitions reached more than 1000 billion dollars, half of which was carried out by European firms. Failure rate of mergers and acquisitions is relatively high, with around 50 % not reaching the desired objectives. The failure risks are intensified for cross-border operations where the organizational difficulties make the integration process more difficult. It is therefore, important to look more specifically at the organizational changes in mergers and acquisitions. Indeed, the comparison of the organizational structures of enterprises in different countries reveals many differences: there are centralized and decentralized, functional and matrix, formal and informal structures. We have to keep in mind that a change in organization is necessary for all mergers and acquisitions and we must consider the relationship between culture and structure.
[...] In the context of globalization, the complexity of management has increased significantly since international mergers require cultures to meet and mix them for a successful internal integration and adaptation to the environment. In the context of efficient management, research, best practices, clear strategies seems logical, but often has to cope with problem of culture. The underestimation of the cultural factor may seem surprising since merger is primarily a connexion of men marked by the culture of their country of origin and having their own concept of management. [...]
[...] The French group Aerospatiale Matra was formed in 1999 following the merger of the Aerospatiale owned by French state and Matra, a private company. The French state owns 48% and Lagardère 33% stake in the new company of shares being run on the stock exchange and being held by employees of the group. The group Aerospatiale-Matra is managed by an Executive Board and a Supervisory Board. The group's activities are divided into four divisions: - Aerospace, - Defense - Space transportation, - Satellites, systems, services and telecommunications. [...]
[...] He is responsible for affairs of the company and is the organ of the highest decision after a meeting of shareholders. The Board of Directors consists of eleven members appointed by the Assembly of shareholders. Given the weight of companies Aerospatiale-Matra and DASA, the merger was essentially built from a Franco-German axis. It is based on parity between shareholder France and Germany, which can be explained by the influence of government in this industry, and more specifically in the areas of defense and aeronautics. [...]
[...] The success of a cross-border merger and marriage of many cultures as in the case shows that EADS should not be content with a simplistic design differences. A merger is carried out through the approximation of the men who must cooperate in order to achieve strategic and financial objectives. Understanding people, understanding their origins, from which we can better predict their present and future and how they work. Establishing appropriate organizational structure helps to create recognition and understand of the "intelligence" and skills of each system. [...]
[...] "The CBA is a powerful management tool focusing on EADS urgent needs in terms of integration and change management, leadership, and business excellence. The CBA helps to create a specific EADS management style and a corporate culture by providing a forum incorporating multiple transverse cultures, organizations and functions. Its mission is to provide managers with the skills and services to improve performance, but also to combine different styles of management and to perform the function of a network. The seminars cover intercultural management on topics such as "Intercultural Awareness" to raise awareness among work cultural differences and "Intercultural Mediation" to help solve problems existing within the international teams. [...]
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