Identifying the drivers and inhibitors of promoting the integration of organizational culture after mergers and acquisitions: a systematic review of the literature

Document Type : Research Article


1 Department of Management, Faculty of Management, University of Tehran Alborz Campus, Tehran, Iran

2 Department of Management, Faculty of Management, University of Tehran, Tehran, Iran

3 Department of Management, Faculty of Management, Shahid Sattari Aviation University, Tehran, Iran


Integration is the combination of assets and people, and it has three levels: procedural, physical, and cultural. Cultural integration is one of the requirements for achieving successful integration. The purpose of this study is to investigate the drivers and inhibitors of cultural integration. This is an applied research with an exploratory and descriptive approach that uses a systematic literature review method to collect data. For this purpose, the articles, theses, and books in selected valid databases related to this field, with the inclusion criteria considered for the research, have been used as sources and analyzed by the coding method. The findings indicate that the drivers of cultural integration are categorized in the three main dimensions of requirements and platforms, facilitators, and causative factors (causes). Also, the barriers are placed into four categories: structural-organizational, communication, cultural-social, and political-environmental. The development and spread of a common and integrated culture in an integrated organization requires the implementation and preparation of certain conditions for its implementation. These conditions include the identification of drivers and retarders of organizational culture integration, in order to take the appropriate actions to address them after the merger.


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