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Mergers and Acquisitions: Managing Culture and Human Resources Book

Mergers and Acquisitions: Managing Culture and Human Resources
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Digital Copy
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  • Mergers and Acquisitions: Managing Culture and Human Resources
  • Written by author Gunter Stahl
  • Published by Stanford University Press, April 2005
  • 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
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Introductory comments
1Sociocultural integration in mergers and acquisitions3
2Integration : the critical link in M&A value creation17
Executive commentary46
3Organizational learning in cross-border mergers and acquisitions53
Executive commentary77
4Trust in mergers and acquisitions82
Executive commentary103
5The role of corporate cultural diversity in integrating mergers and acquisitions108
Executive commentary126
6The construction of social identities in mergers and acquisitions130
Executive commentary152
7A learning perspective on sociocultural integration in cross-national mergers155
Executive commentary176
8Synergy realization in mergers and acquisitions : a co-competence and motivational approach183
Executive commentary202
9The neglected importance of leadership in mergers and acquisitions208
Executive commentary224
10Psychological communication interventions in mergers and acquisitions228
Executive commentary250
11Developing a framework for cultural due diligence in mergers and acquisitions : issues and ideas253
Executive commentary268
12Managing human resources to capture capabilities : case studies in high-technology acquisitions277
13The CNH global case : building social capabilities to win in global acquisitions, joint ventures, and alliances302
14Integration processes in cross-border mergers : lessons learned from Dutch-German mergers323
15DaimlerChrysler : a case study of a cross-border merger351
16The importance of the agreement formation process in partnering with the unfamiliar : the case of Renault and Nissan364
17Creating a new identity and high-performance culture at Novartis : the role of leadership and human resource management379
18Research on sociocultural integration in mergers and acquisitions : points of agreement, paradoxes, and avenues for future research401
19People and cultural aspects of mergers and acquisitions : what are the lessons ... and the challenges?412


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