Differences in the way the management of the acquiring and target firms make decisions, the pace of decision-making, and perceived values are common examples of cultural differences between the two firms.
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Q22: The management integration team's primary responsibilities should
Q23: Employees of both the target and acquiring
Q24: hostile takeovers, the employees that are on
Q25: Employees or so-called "human capital" are often
Q26: An acquiring firm that focuses heavily on
Q28: The management integration team's primary responsibilities should
Q29: A newly merged company will often experience
Q30: Co-locating employees from the acquiring and target
Q31: Divulging the true intentions of the acquiring
Q32: It is generally more important to respond
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