Mergers and Acquisitions: Managing Culture and Human Resources
- 9h 7m
- Günter K. Stahl, Mark E. Mendenhall
- Stanford University Press
- 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 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.
About the Editors
Günter 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.
In this Book
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Sociocultural Integration in Mergers and Acquisitions
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Integration—The Critical Link in M&A Value Creation
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Organizational Learning in Cross-Border Mergers and Acquisitions
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Trust in Mergers and Acquisitions
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The Role of Corporate Cultural Diversity in Integrating Mergers and Acquisitions
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The Construction of Social Identities in Mergers and Acquisitions
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A Learning Perspective on Sociocultural Integration in Cross-National Mergers
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Synergy Realization in Mergers and Acquisitions—A Co-Competence and Motivational Approach
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The Neglected Importance of Leadership in Mergers and Acquisitions
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Psychological Communication Interventions in Mergers and Acquisitions
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Developing a Framework for Cultural Due Diligence in Mergers and Acquisitions—Issues and Ideas
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Managing Human Resources to Capture Capabilities—Case Studies in High-Technology Acquisitions
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The CNH Global Case—Building Social Capabilities to Win in Global Acquisitions, Joint Ventures, and Alliances
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Integration Processes in Cross-Border Mergers—Lessons Learned from Dutch-German Mergers
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DaimlerChrysler—A Case Study of a Cross-Border Merger
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The Importance of the Agreement Formation Process in Partnering with the Unfamiliar—The Case of Renault and Nissan
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Creating a New Identity and High-Performance Culture at Novartis—The Role of Leadership and Human Resource Management
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Research on Sociocultural Integration in Mergers and Acquisitions—Points of Agreement, Paradoxes, and Avenues for Future Research
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People and Cultural Aspects of Mergers and Acquisitions—What Are the Lessons…and the Challenges?
