Mergers and Acquisitions: Managing Culture and Human Resources

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Stanford University Press, 2005 - Business & Economics - 434 pages
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In mergers and acquisitions (M&A), special emphasis is usually placed on the strategic and financial goals of the deal, while the psychological, cultural, and human resource implications do not receive as much attention. This book examines the dynamics of the sociocultural processes inherent in M&A and "fleshes out their implications for postmerger integration management.

The book s contributors come from a variety of subdisciplines within the field of management, and thus provide new insights into the managerial, social, and cultural processes inherent in M&A. Executives with extensive experience managing M&A have offered commentaries at the end of the chapters, providing "real-world perspective to empirical and theoretical insights.

 

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Contents

Sociocultural Integration in Mergers and Acquisitions
3
Integration The Critical Link in MA Value Creation
17
Executive Commentary
46
Organizational Learning in CrossBorder Mergers and Acquisitions
53
Executive Commentary
77
Trust in Mergers and Acquisitions
82
Executive Commentary
103
The Role of Corporate Cultural Diversity in Integrating Mergers and Acquisitiond
108
Executive Commentary
224
Psychological Communication Interventions in Mergers and Acquisitions
228
Executive Commentary
250
Developing a Framework for Cultural Due Diligence in Mergers and Acquisitions Issues and Ideas
253
Executive Commentary
268
Managing Human Resources to Capture Capabilities Case Studies in HighTechnology Acquisitions
277
The CNH Global Case Building Social Capabilities to Win in Global Acquisitions Joint Ventures and Alliances
302
Integration Processes in CrossBorder Mergers Lessons Learned from DutchGerman Mergers
323

Executive Commentary
126
The Construction of Social Identities in Mergers and Acquisitions
130
Executive Commentary
152
A Learning Perspective on Sociocultural Integration in CrossNational Mergers
155
Executive Commentary
176
Synergy Realization in Mergers and Acquisitions A CoCompetence and Motivational Approach
183
Executive Commentary
202
The Neglected Importance of Leadership in Mergers and Acquisitions
208
DaimlerChrysler A Case Study of a CrossBorder Merger
351
The Importance of the Agreement Formation Process in Partnering with the Unfamiliar The Case of Renault and Nissan
364
Creating a New Identity and HighPerformance Culture at Novartis The Role of Leadership and Human Resource Management
379
Research on Sociocultural Integration in Mergers and Acquisitions Points of Agreement Paradoxes and Avenues for Future Research
401
People and Cultural Aspects of Mergers and Acquisitions What Are the Lessons and the Challenges?
412
Index
423
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About the author (2005)

Gunter K. Stahl is Assistant Professor of Organizational Behavior at INSEAD (Fontainebleau and Singapore). Mark E. Mendenhall holds the J. Burton Frierson Chair of Excellence in Business Leadership at the University of Tennessee, Chattanooga."

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