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Managing Across Culture

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Managing Across Culture
{draw:rect} {draw:rect} 000579613; 000573398; 000573202; 000583118;000527971 {draw:frame} {draw:frame} {draw:frame} {draw:frame} {draw:frame} {draw:frame} {draw:frame} {draw:frame} {draw:frame} {draw:frame} {draw:frame} Managing Across Cultures- Group Report on Case Study Analysis of Alcatel-Lucent BY TEAM: Meenak*shi Mukherjee* 000579613 Carlos Andres Serna 000583118 Quasirat Hasnat 000573202 Sangeet Premkumar 000573398 Imran Shahzad 000527971 Executive Summary This paper examines a case study sprouting mergers of two firms Alcatel and Lucent technologies. This paper provides an insight into the French and American cultures taking into consideration the parent company cultural imbroglio. Alcatel, an American company, was previously owned by the technological giant, the AT&T group. However in the year 1996, the company parted ways from the group of AT &T and merged with the French company, Alcatel. Alcatel, headquartered in France, provides hardware-software services to the telecommunications sector involving service providers and enterprises. On the 1st December, 2006, Alcatel- Lucent merged to explore greater productivity by utilizing jointly owned resources, products and services. Cross-cultural barriers hindered Alcatel-Lucent’s strategic advantageover its competitors. In this paper, the Alcatel- Lucent merger will be critically analysed with help reference frameworks and cultural tools such as Hofstede’s dimensions, Trompenaar’s theories on culture and related articles from newspapers. In the recent years, companies have been adopting the strategy to expand their markets globally with different strategies such as mergers and acquisitions, strategic alliances, licensing etc. However, companies trying to achieve synergetic benefits often fail in their process of expansion due to the cultural problems revolving between the host and home countries. Introduction Alcatel-Lucent, headquartered in Paris, France, is


References: French, R. (2007),“Cross Cultural management in work organizations,” Kerry Press LTD, London. Hofstede, G (2001) “Cultures and organizations: software of mind” McGraw Hill, New York Gubbins,E.(2007), “ UBS: Alcatel faces mobility decline, culture clash” telephony online: Penton media online press [Online] Available at : http://telephonyonline.com/wireless/news/alcatel_mobility_revenue_121907/ (Accessed on :23rd Nov 2009). Hall,E.T Holstein,W.J.(2007), “Lucent-Alcatel: Why Cross-Cultural Mergers Are So Tough”New York Times [Online] available at: http:// www.nytimes.com/2007/11/01/business/worldbusiness (Accessed on 10th nov.2009). Jolly,D Ruitenberg,R. (2008),” Alcatel-Lucent 's Russo, Tchuruk to Quit; Loss Widens” Bloomberg[Online] Available at: http://www.bloomberg.com/apps/news?pid=20601085&sid=a6fn02kzojwE&refer=europe (Accessed on, 20th November 2009). Sørensen,G Sørensen,O.J. (1984) “ Marketing Systems and Economic Development. An Institutional-Structural Approach” page 41. Sutherland,E

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