Forthcoming and Online First Articles

International Journal of Cultural Management

International Journal of Cultural Management (IJCultM)

Forthcoming articles have been peer-reviewed and accepted for publication but are pending final changes, are not yet published and may not appear here in their final order of publication until they are assigned to issues. Therefore, the content conforms to our standards but the presentation (e.g. typesetting and proof-reading) is not necessarily up to the Inderscience standard. Additionally, titles, authors, abstracts and keywords may change before publication. Articles will not be published until the final proofs are validated by their authors.

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International Journal of Cultural Management (2 papers in press)

Regular Issues

  • Organizational Culture   Order a copy of this article
    by Jose Areekadan 
    Abstract: This is a literature review of Images of Organization by Gareth Morgan (2006). Organizational culture will be defined, contrasted, and compared using other works and modern examples. The intent is to better illustrate the impact of organizational culture on society today. Reflections and implications for multinational corporations are discussed. This literature review determines that culture is a powerful tool to wield and presents examples of how it can be employed to shape organizations both internally and externally. When organizational culture is understood correctly, it can be used strategically to achieve much more than just financial gain
    Keywords: Culture; Organizational Behaviour; Organizational Culture; Images of Organization; Gareth Morgan.
    DOI: 10.1504/IJCULTM.2020.10032043
     
  • Effects of Culture on outcome of Merger and Acquisition   Order a copy of this article
    by VIRENDER SINGH, Girish Chandra Maheshwari, Rajan Yadav 
    Abstract: This study investigates the obstacles faced by companies in their post-acquisition integration processes by examining the case of Sun Microsystems’ acquisition by Oracle. We study the hindrances created by organisational cultural differences, diversity of strategic and management decisions, and structural competencies of both the firms and how all these factors decide the fate of an M&A. This study lays particular emphasis on the cultural and human aspects of M&As, reviews how companies like Oracle can resolve the complexities associated with M&A post-acquisition acculturation processes to maximise desired synergies from acquisitions. The results suggest that transparent two-way communication and effective management in the aftermath of the merger, among other factors, are instrumental to the success of an M&A.
    Keywords: merger and acquisition; takeover; culture; PMI and turnover.
    DOI: 10.1504/IJCULTM.2021.10042714