Mergers and Acquisitions: Managing Culture and Human Resources

Overview


“[T]he book makes an informed contribution to our seemingly never-ending quest to find the holy grail of M&A...”—Administrative Science Quarterly
“Most mergers and acquisitions fail to deliver on their promise, and the reason—more often than not—comes down to problems of a lack of integration and cultural fit. This book provides a wealth of insights into the human side of the integration process: where it goes wrong, and what firms can do to manage it better.” —Julian Birkinshaw, London Business School ...
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Overview


“[T]he book makes an informed contribution to our seemingly never-ending quest to find the holy grail of M&A...”—Administrative Science Quarterly
“Most mergers and acquisitions fail to deliver on their promise, and the reason—more often than not—comes down to problems of a lack of integration and cultural fit. This book provides a wealth of insights into the human side of the integration process: where it goes wrong, and what firms can do to manage it better.” —Julian Birkinshaw, London Business School
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Editorial Reviews

From the Publisher

"Most mergers and acquisitions fail to deliver on their promise, and the reason—more often than not—comes down to problems of a lack of integration and cultural fit. This book provides a wealth of insights into the human side of the integration process: where it goes wrong, and what firms can do to manage it better." —Julian Birkinshaw, London Business School

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Product Details

  • ISBN-13: 9780804746618
  • Publisher: Stanford University Press
  • Publication date: 4/12/2005
  • Edition description: 1
  • Pages: 456
  • Product dimensions: 6.00 (w) x 9.00 (h) x 1.30 (d)

Meet the Author


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.
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Table of Contents

Introductory comments
1 Sociocultural integration in mergers and acquisitions 3
2 Integration : the critical link in M&A value creation 17
Executive commentary 46
3 Organizational learning in cross-border mergers and acquisitions 53
Executive commentary 77
4 Trust in mergers and acquisitions 82
Executive commentary 103
5 The role of corporate cultural diversity in integrating mergers and acquisitions 108
Executive commentary 126
6 The construction of social identities in mergers and acquisitions 130
Executive commentary 152
7 A learning perspective on sociocultural integration in cross-national mergers 155
Executive commentary 176
8 Synergy realization in mergers and acquisitions : a co-competence and motivational approach 183
Executive commentary 202
9 The neglected importance of leadership in mergers and acquisitions 208
Executive commentary 224
10 Psychological communication interventions in mergers and acquisitions 228
Executive commentary 250
11 Developing a framework for cultural due diligence in mergers and acquisitions : issues and ideas 253
Executive commentary 268
12 Managing human resources to capture capabilities : case studies in high-technology acquisitions 277
13 The CNH global case : building social capabilities to win in global acquisitions, joint ventures, and alliances 302
14 Integration processes in cross-border mergers : lessons learned from Dutch-German mergers 323
15 DaimlerChrysler : a case study of a cross-border merger 351
16 The importance of the agreement formation process in partnering with the unfamiliar : the case of Renault and Nissan 364
17 Creating a new identity and high-performance culture at Novartis : the role of leadership and human resource management 379
18 Research on sociocultural integration in mergers and acquisitions : points of agreement, paradoxes, and avenues for future research 401
19 People and cultural aspects of mergers and acquisitions : what are the lessons ... and the challenges? 412
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