Integrating mergers and acquisitions: An international research review

[1]  R. R. Blake,et al.  Solving Costly Organizational Conflicts: Achieving Intergroup Trust, Cooperation, and Teamwork , 1986 .

[2]  S. Finkelstein,et al.  Integrating Strategic, Organizational, and Human Resource Perspectives on Mergers and Acquisitions: a Case Study of Synergy Realization , 1999 .

[3]  M. Lubatkin,et al.  A Cross-National Assessment of Acculturative Stress in Recent European Mergers , 1996 .

[4]  D. T. Bastien,et al.  Common Patterns of Behavior and Communication in Corporate Mergers and Acquisitions , 1987 .

[5]  M. Lubatkin,et al.  Relative standing and the performance of recently acquired European firms , 1997 .

[6]  R. Olie,et al.  Shades of Culture and Institutions-in International Mergers , 1994 .

[7]  James M. Utterback,et al.  Mastering the Dynamics of Innovation: How Companies Can Seize Opportunities in the Face of Technological Change , 1994 .

[8]  Philippe Very,et al.  Managing Mergers Across Borders: a Two-Nation Exploration of a Nationally Bound Administrative Heritage , 1998 .

[9]  Frédéric Leroy,et al.  The Cognitive and Behavioural Dimensions of Organizational Learning in a Merger: An Empirical Study , 1997 .

[10]  Cultural Adaptation – The ICL‐Nokia‐Data Merger 1991‐92 , 1994 .

[11]  Nava Pliskin,et al.  The effects of information systems integration and organizational culture on a firm's effectiveness , 1996, Inf. Manag..

[12]  A. Buono The human side of mergers and acquisitions , 1989 .

[13]  R. Villinger Post-acquisition Managerial Learning in Central East Europe , 1996 .

[14]  Aloke Ghosh,et al.  Managerial Ownership, the Method of Payment for Acquisitions, and Executive Job Retention , 1998 .

[15]  W. Harvey Hegarty,et al.  Postacquisition turnover among U.S. top management teams: an analysis of the effects of foreign vs. domestic acquisitions of U.S. targets , 1997 .

[16]  G. Hofstede,et al.  Culture′s Consequences: International Differences in Work-Related Values , 1980 .

[17]  Arthur Blumberg,et al.  One from Two: Facilitating an Organizational Merger , 1971 .

[18]  A. Denisi,et al.  Communication with Employees Following a Merger: A Longitudinal Field Experiment , 1991 .

[19]  P. Rosenzweig Managing Acquisitions: Creating Value Through Corporate Renewal , 1991 .

[20]  Lars Håkanson,et al.  Learning through acquisitions: Management and integration of foreign R&D laboratories , 1995 .

[21]  Jan Pieter van Oudenhoven,et al.  Complementarity and Similarity of Partners in International Mergers , 1995 .

[22]  Royston Greenwood,et al.  Merging Professional Service Firms , 1994 .

[23]  Ali R. Malekzadeh,et al.  Acculturation in Mergers and Acquisitions , 1988 .

[24]  M. Lubatkin,et al.  Top Management Turnover M Related M&A’s: An Additional Test of the Theory of Relative Standing , 1999 .

[25]  Philippe Very,et al.  Control Mechanisms in Cross-border Acquisitions: An International Comparison , 1994 .

[26]  Hema A. Krishnan,et al.  DIVERSIFICATION AND TOP MANAGEMENT TEAM COMPLEMENTARITY: IS PERFORMANCE IMPROVED BY MERGING SIMILAR OR DISSIMILAR TEAMS? , 1997 .

[27]  Yaakov Weber,et al.  Corporate Cultural Fit and Performance in Mergers and Acquisitions , 1996 .

[28]  S. Sitkin,et al.  Corporate Acquisitions: A Process Perspective , 1986 .

[29]  Scott Shane,et al.  National Cultural Distance and Cross-Border Acquisition Performance , 1998 .

[30]  Harbir Singh,et al.  Post-cross-border acquisitions: Implementing ‘national culture-compatible’ strategies to improve performance , 1994 .

[31]  A. Raveh,et al.  National and corporate cultural fit in mergers/acquisition: an exploratory study , 1996 .

[32]  Donald C. Hambrick,et al.  Effects of executive departures on the performance of acquired firms , 1993 .

[33]  P. Lawrence,et al.  Organization and environment , 1967 .

[34]  D. Nigh,et al.  Top management departures in cross-border acquisitions: Governance issues in an international context , 1998 .

[35]  Kenneth M. Eades,et al.  Best Practices in Estimating the Cost of Capital: Survey and Synthesis , 1998 .

[36]  Nancy K. Napier,et al.  Mergers and Acquisitions, Human Resource Issues and Outcomes: A Review and Suggested Typology* , 1989 .

[37]  M. Lubatkin,et al.  CULTURAL DIFFERENCES AND SHAREHOLDER VALUE IN RELATED MERGERS: LINKING EQUITY AND HUMAN CAPITAL , 1992 .

[38]  S. Finkelstein,et al.  The Influence of Organizational Acquisition Experience on Acquisition Performance: A Behavioral Learning Perspective , 1999 .

[39]  P. Haspeslagh,et al.  The Acquisition Integration Process: A Contingent Framework , 1994 .

[40]  T. J. Gerpott Successful integration of R&D functions after acquisitions: An exploratory empirical study , 1995 .

[41]  J. Hulland,et al.  Redeployment of Brands, Sales Forces, and General Marketing Management Expertise following Horizontal Acquisitions: A Resource-Based View , 1999 .

[42]  Amy L. Pablo Determinants of acquisition integration level: A decision-making perspective. , 1994 .