Synergies to promote successful PMI in the tourism industry

Abstract

Globalisation by its very nature exemplifies acquisition of foreign firms or mergers between organisations, yet high failure of these ventures is also endemic; both national and organisational culture are cited as main reasons for these failures. The key objectives of this chapter are to explore (i) The key frameworks that impact national and organisational culture in a M&A setting, with a focus on the tourism industry, (ii) the link that dynamic capabilities and experiential learning have on success post-merger. The Research Questions are (i) what role do dynamic capabilities play in synergising post-merger successes? and (ii) what impact does experiential learning have on the success of integration after a merger or acquisition?