Abstract
Intercultural management is born from the process of expansion of business areas, or globalization. To expand business activities, companies can not only develop their industry on their own market, they also have to make strategic choices like joint venture, merger, acquisitions, alliances, and outsourcing in other countries. Nevertheless those choices are not easy to implement, companies that try to internationalize their activities have to face management issues, especially because of cultural differences. I have chosen to study the case of EADS because the merger involves three European companies. Even if the three companies are part of Europe, there are a lot of criteria to take into account. Through this document, we will analyze the organizational and managerial changes that occur during the merger of several culturally different companies. First we will take a look at the background of EADS, and then we will explain its cultural experience. We will also have an overview of main issues concerning the EADS merger. Afterwards we will make a statement of cultural differences between France, Germany and Spain and analyze them through the study of cultural differences and perception realized by EADS experts and Hofstede parameters. To conclude, we will try to make pertinent recommendations.
