Managing Across Culture

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000579613; 000573398; 000573202; 000583118;000527971
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  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... [continues]

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