A qualitative inquiry of the benefits of diversity training for leaders in global mergers and acquisitions

As organizations continue to grow in order to maintain a viable place within the industry, cross-border mergers and acquisitions create a leverage that may allow organizations to not only meet the demands of local stakeholders, but to also expand into the global market. The days of cross-border businesses as anomalies are a part of history not to be revisited. Organizations, in an effort to maintain leverage and growth, are turning to cross-border mergers and acquisitions in an attempt to foster growth outside of the saturated national market. Organizations not familiar with social and economic axioms of their international partners are using cross-border transactions, even though there is a lack of available data of successful leadership in the field of cultural diversity. The purpose of this study was to find out how and to what extent the diversity skills of a leader must be developed to create a successful global leader within a merger or acquisition. This study used a qualitative inquiry to study the experiences of six executives who served in a leadership role during a global merger or acquisition. Using inductive analysis five themes were uncovered. By incorporating cultural diversity training the cultural differences between the two countries can be illuminated allowing a leader to adapt not only to the new culture but also the leadership style used within that culture. Only then will a full understanding be achieved, not only of the new culture but of the growth possible in themselves. The goal of this study is to aid future leaders in preparation for a role in the global market by learning from others who have traveled the path.