KULTUROVERTAGELSE : Et casestudie af kulturelle problemstillinger i post-overtagelsesintegrationen med udgangspunkt i Rockwool Japans overtagelse af Bansyo Holdings

This thesis is an account of the cultural clashes that can occur as a result of foreign acquisition of a Japanese company. This thesis explores specific observable cultural phenomena in the case of the acquisition of Bansyo Holdings by the foreign owned entity Rockwool Japan. I tell of a Japanese economic landscape that is actively seeking funds from foreign investors, while at the same time, some of said investors are hesitant to enter business with Japan due to heavily perceived cultural barriers. Current studies on the subject assess that in cross-cultural M&As, poorly estimated cultural risks significantly decrease the chances of successful integration. However, if acquisition is done right, the literature tells us that great boons are lying in wait. Through literature research and interviews with the CEO and an employee at Rockwool Japan, I identify two concrete challenges that the management at Rockwool Japan is still faced with two years after the formal acquisition. They are challenges surrounding Senpai-Kōhai-relations and entrepreneurial spirit, which I analyze these through the lens of organizational- and national culture. Based on the interviews, accumulated literature, and my analysis, I conclude: Firstly, that Senpai-Kōhai-relations exist as a national culture only as a hierarchy in the sphere of language. Secondly, I conclude that Senpai-Kōhai-relations exist as an organizational culture at Rockwool Japan in a traditional sense with rigid hierarchy and high dependence from Kōhai on Senpai, caused by high technical demands and partly due to high average age. Thirdly, I reject that a lack of entrepreneurial spirit exists as an organizational culture at Rockwool Japan. Despite assumptions I was unable to find sufficient backing for this hypothesis. Finally, I reject the hypothesis that there exists a hesitant national culture in Japan when it comes to feedback and criticism. I discuss the findings with an emphasis a more