Fusioni e acquisizioni transfrontaliere: studio del caso SIT S.p.A.

Cross-border M&As, which have increased in frequency over the past few decades, markedly increased in the 1990s. Businesses look for chances abroad to develop their domestic skills and compete in quickly increasing markets and regions. The multinational dimension of these transactions creates specific challenges that could have a detrimental impact on their success because of the various national cultures and top management of the parties. These issues could be caused by the parties' various professional and work cultures. Cross-regional research has looked at the traits and behaviours of businesses and employees. The topic of cross-border mergers and acquisitions, which have been used by businesses more frequently recently, is examined in this thesis. Evidence is also provided regarding how managerial changes and cultural differences affect the cooperation and performance of the target and acquiring companies during these operations. Merger and acquisition activities are crucial for small and medium-sized companies. This thesis aims to qualitatively analyse cross-border mergers and acquisitions as well as the management and cultural factors involved in such deals, using a single case study with the aim of providing further research material for future analysis. The case studied is the acquisition of JANZ, a Portuguese company, by SIT S.p.A., a multinational company listed on the Italian stock exchange. Despite the physical and a small cultural distance and the fact that the CEO of the target firm was replaced by the management of the acquired company, the investigation revealed that the analysed bidder company benefited from the transaction that was carried out. The findings demonstrate that the purchasing company's strategy assisted integration and the development of synergies.