Guest Editors' Note: The role of HR practices in managing culture clash during the postmerger integration process
2011; Wiley; Volume: 50; Issue: 5 Linguagem: Inglês
10.1002/hrm.20449
ISSN1099-050X
Autores Tópico(s)Family Business Performance and Succession
ResumoHuman Resource ManagementVolume 50, Issue 5 p. 565-570 Editorial Guest Editors' Note: The role of HR practices in managing culture clash during the postmerger integration process Yaakov Weber, Yaakov Weber Strategy and Entrepreneurship Department and EuroMed Research Business InstituteSearch for more papers by this authorYitzhak Fried, Yitzhak Fried Society of Organizational Behavior and the Society of Industrial and Organizational Psychology (a division of the American Psychological Association)Search for more papers by this author Yaakov Weber, Yaakov Weber Strategy and Entrepreneurship Department and EuroMed Research Business InstituteSearch for more papers by this authorYitzhak Fried, Yitzhak Fried Society of Organizational Behavior and the Society of Industrial and Organizational Psychology (a division of the American Psychological Association)Search for more papers by this author First published: 28 September 2011 https://doi.org/10.1002/hrm.20449Citations: 28AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onEmailFacebookTwitterLinkedInRedditWechat References 1Ahammad, M. F., & Glaister, K. W. (2011). The double-edged effect of cultural distance on cross-border acquisition performance. European Journal of International Management, 5(4), 327–345. 2 BCG, Boston Consulting Group. (2008). Special Issues in PMI. New York, NY. 3Björkman, I., Stahl, G. K., & Vaara, E. (2007). Cultural differences and capability transfer in cross-border acquisitions: The mediating roles of capability complementarity, absorptive capacity, and social integration. Journal of International Business Studies, 38, 658–672. 4Chatterjee, S., Lubatkin, M. H., Schweiger, D. M., & Weber, Y. (1992). Cultural differences and shareholders value: Explaining the variability in the performance of related mergers. Strategic Management Journal, 13, 319–334. 5Deloitte Consulting. (2007). Staying on course. Special report on M&A in Europe. New York, NY: Author. 6DeNisi, A., & Shin, S. J. (2005). 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Mergers and acquisitions performance paradox: The mediating role of integration approach. European Journal of International Management, 5(4), 373–393. Citing Literature Volume50, Issue5Special Issue: Special Issue: Mergers and Acquisitions: Part 1September/October 2011Pages 565-570 ReferencesRelatedInformation
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