Beyond merger syndrome and cultural differences: New avenues for research on the “human side” of global mergers and acquisitions (M&As)

[1]  S. Zagelmeyer,et al.  Exploring the link between management communication and emotions in mergers and acquisitions , 2018 .

[2]  N. Nummela,et al.  Finding Positivity During a Major Organizational Change: In Search of Triggers of Employees’ Positive Perceptions and Feelings , 2017 .

[3]  P. Leonardi,et al.  Social Media and Their Affordances for Organizing: A Review and Agenda for Research , 2017 .

[4]  Natalia Levina,et al.  ‘Am I Still One of Them?’: Bicultural Immigrant Managers Navigating Social Identity Threats When Spanning Global Boundaries , 2017 .

[5]  Kerk F. Kee,et al.  Social media at work: The roles of job satisfaction, employment status, and Facebook use with co-workers , 2017, Comput. Hum. Behav..

[6]  Juan I. Sanchez,et al.  The Role of Economic Development and Perceived Growth Opportunities in Employee Reactions to M&As , 2017 .

[7]  Emanuel Gomes,et al.  How communication approaches impact mergers and acquisitions outcomes , 2016 .

[8]  E. Vaara,et al.  Taking Historical Embeddedness Seriously: Three Historical Approaches to Advance Strategy Process and Practice Research , 2016 .

[9]  P. Wright.  Counter Point Making Great Theories , 2016 .

[10]  C. Cooper,et al.  A Sociocultural Perspective on Knowledge Transfer in Mergers and Acquisitions , 2016 .

[11]  T. Clark,et al.  How do we adopt multiple cultural identities? A multidimensional operationalization of the sources of culture. , 2016 .

[12]  Tomi Laamanen,et al.  Quantitative methods in Strategy-as-Practice Research , 2015 .

[13]  Linda Rouleau.  Studying strategizing through biographical methods: narratives of practices and life trajectories of practitioners , 2015 .

[14]  David A. Waldman,et al.  Using Physiological Methods to Study Emotions in Organizations , 2015 .

[15]  N. Reynolds.  Making Sense of New Technology During Organisational Change , 2015 .

[16]  Christopher Schlaegel,et al.  The human aspect of cross-border acquisition outcomes: The role of management practices, employee emotions, and national culture , 2015 .

[17]  Günter K. Stahl,et al.  Towards a more balanced treatment of culture in international business studies: The need for positive cross-cultural scholarship , 2014, Journal of International Business Studies.

[18]  Aida Hajro.  Cultural influences and the mediating role of socio-cultural integration processes on the performance of cross-border mergers and acquisitions , 2015 .

[19]  Riikka M. Sarala,et al.  Attributional tendencies in cultural explanations of M&A performance , 2014 .

[20]  Nina Granqvist,et al.  Great Expectations: Discourse and Affect During Field Emergence , 2014 .

[21]  Kristiina Mäkelä,et al.  From HRM practices to the practice of HRM: setting a research agenda , 2014 .

[22]  Rosalie L. Tung,et al.  Bicultural identity and economic engagement: An exploratory study of the Indian diaspora in North America , 2014 .

[23]  P. Jarzabkowski,et al.  Placing Strategy Discourse in Context: Sociomateriality, Sensemaking, and Power , 2014 .

[24]  Amy Wrzesniewski,et al.  One Out of Many? Boundary Negotiation and Identity Formation in Postmerger Integration , 2013, Organ. Sci..

[25]  Rico Baldegger,et al.  A Global Classroom? Evaluating the Effectiveness of Global Virtual Collaboration as a Teaching Tool in Management Education , 2013 .

[26]  Niels Noorderhaven,et al.  Sociocultural Integration in Mergers and Acquisitions: Unresolved Paradoxes and Directions for Future Research , 2013 .

[27]  Christian von Scheve,et al.  Towards a Theory of Collective Emotions , 2013 .

[28]  Cristina López-Duarte,et al.  Language distance and international acquisitions , 2013 .

[29]  N. Noorderhaven,et al.  GIVING SENSE TO AND MAKING SENSE OF JUSTICE IN POSTMERGER INTEGRATION , 2013 .

[30]  Linda Rouleau,et al.  Introduction: What is Strategy as Practice? , 2012 .

[31]  K. Glaister,et al.  Top management retention in cross-border acquisitions: the roles of financial incentives, acquirer’s commitment and autonomy , 2012 .

[32]  R. Whittington,et al.  Strategy-as-Practice: Taking Social Practices Seriously , 2012 .

[33]  T. Reus.  Culture's consequences for emotional attending during cross-border acquisition implementation , 2012 .

[34]  Paulina Junni,et al.  The Role of Cultural Learning and Collective Teaching Initiatives in M&A Knowledge Transfer , 2012 .

[35]  Elisabeth Wilson-Evered,et al.  Methods in M&A - A look at the past and the future to forge a path forward , 2012 .

[36]  C. Cooper,et al.  Managing Mergers Acquisitions and Strategic Alliances , 2012 .

[37]  M. K. D. Cross.  Rethinking epistemic communities twenty years later , 2012, Review of International Studies.

[38]  S. Chreim,et al.  Contradiction and Sensemaking in Acquisition Integration , 2012 .

[39]  Eero Vaara,et al.  The Impact of Organizational and National Cultural Differences on Social Conflict and Knowledge Transfer in International Acquisitions , 2012 .

[40]  Kimberly M. Ellis,et al.  Transfer Effects in Large Acquisitions: How Size-Specific Experience Matters , 2011 .

[41]  F. Cooke,et al.  Postacquisition evolution of the appraisal and reward systems: A study of Chinese IT firms acquired by US firms , 2011 .

[42]  Philip H. Mirvis,et al.  A framework for the human resources role in managing culture in mergers and acquisitions , 2011 .

[43]  Niels G. Noorderhaven,et al.  Distributive justice, procedural justice, exemplarity, and employees’ willingness to cooperate in M&A integration processes : An analysis of the Air France-KLM merger , 2011 .

[44]  Wanda J. Orlikowski,et al.  Theorizing Practice and Practicing Theory , 2011, Organ. Sci..

[45]  Rikard Larsson,et al.  Trust dynamics in acquisitions: A case survey , 2011 .

[46]  C. Lakshman.  Postacquisition cultural integration in mergers & acquisitions: A knowledge‐based approach , 2011 .

[47]  Vincenzo Pisano,et al.  Integration managers' value-capturing roles and acquisition performance , 2011 .

[48]  Seung-Yoon Rhee,et al.  Shared Positive Affect in Workgroups , 2011 .

[49]  Celia V. Harquail,et al.  The Defining Role of Organizational Identity for Facilitating Stakeholder Flourishing , 2011 .

[50]  J. Balogun,et al.  Middle Managers, Strategic Sensemaking, and Discursive Competence , 2011 .

[51]  N. Clarke,et al.  Emotions and their management during a merger in Brunei , 2011 .

[52]  E. Vaara,et al.  Varieties of National Metonymy in Media Accounts of International Mergers and Acquisitions , 2011 .

[53]  Helene Loe Colman,et al.  Organizational Identification and Serendipitous Value Creation in Post-Acquisition Integration , 2011 .

[54]  Eero Vaara,et al.  On the Narrative Construction of Multinational Corporations: An Antenarrative Analysis of Legitimation and Resistance in a Cross-Border Merger , 2011, Organ. Sci..

[55]  S. Schneider,et al.  Different experiences of socio‐cultural integration: a European merger in Mexico , 2011 .

[56]  M. Geppert,et al.  Subsidiary Integration as Identity Construction and Institution Building: A Political Sensemaking Approach , 2011 .

[57]  Rudolf R. Sinkovics,et al.  Between merger and syndrome: The intermediary role of emotions in four cross-border M&As , 2011 .

[58]  Yaakov Weber,et al.  Integrating Organizational and Human Behavior Perspectives on Mergers and Acquisitions , 2011 .

[59]  E. Vaara,et al.  Cultural differences, convergence, and crossvergence as explanations of knowledge transfer in international acquisitions , 2010 .

[60]  Dennis A. Gioia,et al.  Transitional Identity as a Facilitator of Organizational Identity Change during a Merger , 2010 .

[61]  S. Harris,et al.  Chapter 8 The emotions of change: merger sentiments, pleasure, and emotional expression , 2010 .

[62]  R. Sarala.  The impact of cultural differences and acculturation factors on post-acquisition conflict ☆ , 2010 .

[63]  Darren McCabe,et al.  Strategy-as-Power: Ambiguity, Contradiction and the Exercise of Power in a UK Building Society , 2010 .

[64]  L. Altınay,et al.  The management of post-merger cultural integration: implications from the hotel industry , 2009 .

[65]  Weilei Shi,et al.  The Role of Middle Management in the Strategy Process: Group Affiliation, Structural Holes, and Tertius Iungens , 2009 .

[66]  N. M. Salleh.  The role of emotions and emotional intelligence during merger of two banking institutions in Brunei , 2009 .

[67]  D. Matsumoto,et al.  Culture, emotion regulation, and adjustment. , 2008, Journal of personality and social psychology.

[68]  J. Ford,et al.  Resistance to Change: The Rest of the Story , 2008 .

[69]  Saku Mantere,et al.  On the Problem of Participation in Strategy: A Critical Discursive Perspective , 2008, Organ. Sci..

[70]  Hugh Willmott,et al.  Strategy as Discourse in a Global Retailer: A Supplement to Rationalist and Interpretive Accounts , 2008 .

[71]  M. Massa,et al.  Investment Banks as Insiders and the Market for Corporate Control , 2007 .

[72]  Saku Mantere.  Role Expectations and Middle Manager Strategic Agency , 2007 .

[73]  Betania Tanure,et al.  Managing people in radical changes (M&As): The adoption of intrinsically consistent HRM strategies in Brazilian companies , 2007 .

[74]  L. Melin,et al.  Strategy as Practice: Doing research on doing strategy , 2007 .

[75]  Michael Lounsbury,et al.  New Practice Creation: An Institutional Perspective on Innovation , 2007 .

[76]  T. Rouse,et al.  Human due diligence. , 2007, Harvard business review.

[77]  I. Stensaker,et al.  Making sense of different responses to corporate change , 2007 .

[78]  Eero Vaara,et al.  Struggling over subjectivity: A discursive analysis of strategic development in an engineering group , 2007 .

[79]  P. Jarzabkowski,et al.  Strategizing: The challenges of a practice perspective , 2007 .

[80]  Verena Kusstatscher.  Cultivating positive emotions in mergers and acquisitions , 2006 .

[81]  Juha Laurila,et al.  Pulp and Paper Fiction: On the Discursive Legitimation of Global Industrial Restructuring , 2006 .

[82]  Elina M. Antila.  The role of HR managers in international mergers and acquisitions: a multiple case study , 2006 .

[83]  N. Ashkanasy,et al.  The Impact of Leadership and Change Management Strategy on Organizational Culture and Individual Acceptance of Change During a Merger , 2006 .

[84]  Johannes Ullrich,et al.  Working Under a Black Cloud: How to Sustain Organizational Identification after a Merger , 2006 .

[85]  Susanne Täuber,et al.  The Challenge of Merging: Merger Patterns, Premerger Status, and Merger Support , 2006, Personality & social psychology bulletin.

[86]  Satu Teerikangas,et al.  The Culture-Performance Relationship in M&A: From Yes/No to How , 2006 .

[87]  R. Whittington.  Completing the Practice Turn in Strategy Research , 2006 .

[88]  Tina Kiefer.  Feeling bad: antecedents and consequences of negative emotions in ongoing change , 2005 .

[89]  Johannes Ullrich,et al.  Continuity and Change in Mergers and Acquisitions: A Social Identity Case Study of a German Industrial Merger , 2005 .

[90]  Julia Balogun,et al.  From Intended Strategies to Unintended Outcomes: The Impact of Change Recipient Sensemaking , 2005 .

[91]  Henry Moon,et al.  The cultural mosaic: a metatheory for understanding the complexity of culture. , 2005, The Journal of applied psychology.

[92]  Linda Rouleau,et al.  Micro-Practices of Strategic Sensemaking and Sensegiving: How Middle Managers Interpret and Sell Change Every Day , 2005 .

[93]  David M. Schweiger,et al.  Facilitating Acquisition Integration Through Deep-Level Cultural Learning Interventions: A Longitudinal Field Experiment , 2005 .

[94]  C. Cooper,et al.  Managing Emotions in Mergers and Acquisitions , 2005 .

[95]  Saku Mantere.  Strategic practices as enablers and disablers of championing activity , 2005 .

[96]  E. Vaara,et al.  Language and the Circuits of Power in a Merging Multinational Corporation , 2005 .

[97]  Saikat Chaudhuri.  12. Managing Human Resources to Capture Capabilities: Case Studies in High-Technology Acquisitions , 2005, Mergers and Acquisitions.

[98]  R. Olie.  14. Integration Processes in Cross-Border Mergers: Lessons Learned from Dutch–German Mergers , 2005, Mergers and Acquisitions.

[99]  Rebecca Piekkari,et al.  Integration or disintegration? Human resource implications of a common corporate language decision in a cross-border merger , 2005 .

[100]  V. Papadakis.  The role of broader context and the communication program in merger and acquisition implementation success , 2005 .

[101]  Laura Empson,et al.  Organizational identity change: managerial regulation and member identification in an accounting firm acquisition , 2004 .

[102]  Ruth V. Aguilera,et al.  The role of human resource management in cross-border mergers and acquisitions , 2004 .

[103]  J. Balogun,et al.  Organizational Restructuring and Middle Manager Sensemaking , 2004 .

[104]  K. Cameron,et al.  Introduction: Contributions to the Discipline of Positive Organizational Scholarship , 2004 .

[105]  David R. King,et al.  Meta-analyses of Post-acquisition Performance: Indications of Unidentified Moderators , 2004 .

[106]  H. Tajfel,et al.  The Social Identity Theory of Intergroup Behavior. , 2004 .

[107]  Brian H. Kleiner,et al.  The effective management of mergers , 2003 .

[108]  Eero Vaara,et al.  Global Capitalism Meets National Spirit , 2003 .

[109]  J. Ford,et al.  Invoking Satan or the Ethics of the Employment Contract , 2003 .

[110]  Raymond Caldwell.  Models of Change Agency: A Fourfold Classification , 2003 .

[111]  Annette Risberg,et al.  Making Sense of a Transnational Merger: Media Texts and the (Re)construction of Power Relations , 2003 .

[112]  Mike Schraeder,et al.  Enhancing the success of mergers and acquisitions: an organizational culture perspective , 2003 .

[113]  Paula Jarzabkowski,et al.  Strategic Practices: An Activity Theory Perspective on Continuity and Change , 2003 .

[114]  Günter K. Stahl,et al.  Toward the boundaryless career: a closer look at the expatriate career concept and the perceived implications of an international assignment , 2002 .

[115]  Annette L. Ranft,et al.  Acquiring New Technologies and Capabilities: A Grounded Model of Acquisition Implementation , 2002, Organ. Sci..

[116]  D. van Knippenberg,et al.  Organizational identification after a merger: a social identity perspective. , 2002, The British journal of social psychology.

[117]  E. Vaara,et al.  Justification, Legitimization and Naturalization of Mergers and Acquisitions: A Critical Discourse Analysis of Media Texts , 2002 .

[118]  Andreas Reckwitz.  Toward a Theory of Social Practices , 2002 .

[119]  Robert J. House,et al.  Leadership and cultures around the world: Findings from GLOBE. An introduction to the special issue , 2002 .

[120]  Sudip Datta,et al.  Executive Compensation and Corporate Acquisition Decisions , 2001 .

[121]  Rikard Larsson,et al.  Achieving Acculturation in Mergers and Acquisitions: An International Case Survey , 2001 .

[122]  N. Long.  Development Sociology: Actor Perspectives , 2001 .

[123]  Anne O'Brien,et al.  Status, Legitimacy, and Ingroup Bias in the Context of an Organizational Merger , 2001 .

[124]  J. Purcell,et al.  Managing employee expectations during acquisitions , 2001 .

[125]  Victor J. Callan,et al.  Employee Adjustment to an Organizational Merger: An Intergroup Perspective , 2001 .

[126]  K. K. Cetina,et al.  The Practice Turn in Contemporary Theory , 2001 .

[127]  S. Piderit.  Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change , 2000 .

[128]  Roderick D. Iverson,et al.  Determinants of Voluntary Turnover and Layoffs in an Environment of Repeated Downsizing Following a Merger: An Event History Analysis , 2000 .

[129]  Angelo J. Kinicki,et al.  Identifying the antecedents of coping with an organizational acquisition: a structural assessment , 2000 .

[130]  Achilles A. Armenakis,et al.  Making change permanent A model for institutionalizing change interventions , 2000 .

[131]  B. Tabrizi,et al.  Capturing the real value in high-tech acquisitions. , 1999, Harvard business review.

[132]  K. Cameron,et al.  Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework , 1999 .

[133]  Rosalie L. Tung.  American expatriates abroad: From neophytes to cosmopolitans , 1998 .

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

[135]  Alice Lam.  Embedded Firms, Embedded Knowledge: Problems of Collaboration and Knowledge Transfer in Global Cooperative Ventures , 1997 .

[136]  B. Arnetz,et al.  Psychophysiological reactions during the first year of a foreign assignment: Results of a controlled longitudinal study. , 1997 .

[137]  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 .

[138]  Gary R. Mottola,et al.  How Groups Merge: The Effects of Merger Integration Patterns on Anticipated Commitment to the Merged Organization1 , 1997 .

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

[140]  K. Strongman.  The Psychology of Emotion: Theories of Emotion in Perspective , 1996 .

[141]  M. Zenner,et al.  The Role of Investment Banks in Acquisitions , 1996 .

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

[143]  Allen C. Amason.  Distinguishing the Effects of Functional and Dysfunctional Conflict on Strategic Decision Making: Resolving a Paradox for Top Management Teams , 1996 .

[144]  Deepak K. Datta,et al.  Cross-border Acquisitions: An Examination of the Influence of Relatedness and Cultural Fit on Shareholder Value Creation in U.S. Acquiring Firms1 , 1995 .

[145]  Cary L. Cooper,et al.  Organizational marriage: “hard” versus“soft” issues? , 1995 .

[146]  Donald C. Hambrick,et al.  Relative Standing: A Framework for Understanding Departures of Acquired Executives , 1993 .

[147]  S. Harris,et al.  Creating Readiness for Organizational Change , 1993 .

[148]  D. Schweiger,et al.  Implementing International Mergers and Acquisitions , 1993 .

[149]  Philip H. Mirvis,et al.  Rebuilding after the Merger: Dealing with “survivor sickness” , 1992 .

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

[151]  R. Collins,et al.  Dimensions of Microinteraction , 1990, American Journal of Sociology.

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

[153]  Richard S. Lazarus,et al.  On the Primacy of Cognition. , 1984 .

[154]  Melissa E. Graebner,et al.  The Process of Postmerger Integration: A Review and Agenda for Future Research , 2017 .

[155]  P. Jarzabkowski,et al.  An activity theory approach to strategy as practice , 2015 .

[156]  Ann L. Cunliffe,et al.  Cambridge Handbook of Strategy as Practice: Using ethnography in strategy-as-practice research , 2015 .

[157]  Ethel Brundin,et al.  The Role of Emotions in Strategizing , 2015 .

[158]  L. Melin,et al.  Studying Strategy as Practice through Historical Methods , 2015 .

[159]  E. Vaara,et al.  Participation in strategy work , 2015 .

[160]  W. Chua,et al.  Actor–network theory and strategy as practice , 2015 .

[161]  C. Scheve,et al.  Collective Emotions: Perspectives from Psychology, Philosophy, and Sociology , 2014 .

[162]  J. Dijck.  The Culture of Connectivity: A Critical History of Social Media , 2013 .

[163]  Shlomo Y. Tarba,et al.  A COMPARATIVE ANATOMY OF TWO CROSS-BORDER ACQUISITIONS BY TEVA PHARMACEUTICAL INDUSTRIES , 2012 .

[164]  P. Evans,et al.  The global challenge : international human resource management , 2011 .

[165]  Harbir Singh,et al.  Don't Integrate Your Acquisitions, Partner with Them , 2009 .

[166]  Jeffrey Sanchez-Burks,et al.  Emotional Aperture and Strategic Change: The Accurate Recognition of Collective Emotions , 2009, Organ. Sci..

[167]  Andreas Voigt,et al.  Do Cultural Differences Matter in Mergers and Acquisitions? A Tentative Model and Examination , 2008, Organ. Sci..

[168]  D. Tjosvold.  The conflict‐positive organization: it depends upon us , 2008 .

[169]  E. Valés.  Employees CAN Make a Difference! Involving Employees in Change at Allstate Insurance , 2007 .

[170]  Peter J. Dowling,et al.  DaimlerChrysler : a case study of a cross-border merger , 2005 .

[171]  J. E. Stets,et al.  The Sociology of Emotions: Index , 2005 .

[172]  L. Louhiala-Salminen,et al.  English as a lingua franca in Nordic corporate mergers: Two case companies , 2005 .

[173]  M. Hitt,et al.  Theoretical foundations of cross-border mergers and acquisitions: A review of current research and recommendations for the future , 2004 .

[174]  D. Knippenberg,et al.  Organizational Identification following a Merger: The Importance of Agreeing to Differ , 2003 .

[175]  S. Melamed,et al.  Influence of a merger on nurses' emotional well-being: the importance of self-efficacy and emotional reactivity. , 2003, Journal of nursing management.

[176]  M. Csíkszentmihályi,et al.  Positive psychology. An introduction. , 2000, The American psychologist.

[177]  N. Ashkanasy,et al.  Handbook of Organizational Culture and Climate , 2000 .

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

[179]  J. Birkinshaw,et al.  Knowledge Transfer in International Acquisitions , 1999 .

[180]  Yaakov Weber,et al.  Strategies for Managing Human Resources During Mergers and Acquisitions: An Empirical Investigation , 1992 .

[181]  G. Hofstede,et al.  Cultures and Organizations: Software of the Mind , 1991 .

[182]  Fred A. Mael,et al.  Social identity theory and the organization , 1989 .

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