Mergers and Acquisitions: Managing Culture and Human Resources
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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Sociocultural Integration in Mergers and Acquisitions
Integration The Critical Link in MA Value Creation
Organizational Learning in CrossBorder Mergers and Acquisitions
Trust in Mergers and Acquisitions
The Role of Corporate Cultural Diversity in Integrating Mergers and Acquisitiond
Psychological Communication Interventions in Mergers and Acquisitions
Developing a Framework for Cultural Due Diligence in Mergers and Acquisitions Issues and Ideas
Managing Human Resources to Capture Capabilities Case Studies in HighTechnology Acquisitions
The CNH Global Case Building Social Capabilities to Win in Global Acquisitions Joint Ventures and Alliances
Integration Processes in CrossBorder Mergers Lessons Learned from DutchGerman Mergers
The Construction of Social Identities in Mergers and Acquisitions
A Learning Perspective on Sociocultural Integration in CrossNational Mergers
Synergy Realization in Mergers and Acquisitions A CoCompetence and Motivational Approach
The Neglected Importance of Leadership in Mergers and Acquisitions
DaimlerChrysler A Case Study of a CrossBorder Merger
The Importance of the Agreement Formation Process in Partnering with the Unfamiliar The Case of Renault and Nissan
Creating a New Identity and HighPerformance Culture at Novartis The Role of Leadership and Human Resource Management
Research on Sociocultural Integration in Mergers and Acquisitions Points of Agreement Paradoxes and Avenues for Future Research
People and Cultural Aspects of Mergers and Acquisitions What Are the Lessons and the Challenges?
Other editions - View all
Academy of Management acquired company alliance approach behavior Bofors Carlos Ghosn Cartwright challenges Cisco CNH Global combination communication context Cooper corporate culture corporate mergers create cross-border cultural differences Daimler-Benz DaimlerChrysler Daniel Vasella decision due diligence Dutch effective employees Enka Glanzstoff example executives experience factors focus focused German human integration human resource implementation important integration process interaction intergroup cognitions International involved issues knowledge transfer Larsson leadership learning Lotus Lubatkin M&A process Management Review merged company merged organization Mergers and Acquisitions motivation Nissan Nordbanken Nordea Novartis organizational culture organizational identity organizational learning organizational members partner performance perspective positive postmerger potential relationships Renault role Schweiger shared Sitkin social identity sociocultural integration Stahl strategic fit Strategic Management Journal structure success synergies synergy realization tacit knowledge takeover target firm members tion top management trust understanding value creation