Sociocultural Integration in Mergers and Acquisitions: Unresolved Paradoxes and Directions for Future Research
Günter K. Stahl
,
Duncan N. Angwin
,
Philippe Very
(1)
,
Emanuel Gomes
,
Yaakov Weber
,
Shlomo Yedidia Tarba
,
Niels Noorderhaven
,
Haim Benyamini
,
Dave Bouckenooghe
,
Samia Chreim
,
Muriel Durand
(2, 3)
,
Mélanie E. Hassett
,
Gary Kokk
,
Mark E. Mendenhall
,
Nicola Mirc
(4)
,
Christof Miska
,
Kathleen Marshall Park
,
Noelia-Sarah Reynolds
(5)
,
Audrey Rouzies
(4)
,
Riikka M. Sarala
,
Sergio Luis Seloti
,
Mikael Søndergaard
,
H. Emre Yildiz
Günter K. Stahl
- Fonction : Auteur
Duncan N. Angwin
- Fonction : Auteur
Emanuel Gomes
- Fonction : Auteur
Yaakov Weber
- Fonction : Auteur
Shlomo Yedidia Tarba
- Fonction : Auteur
Niels Noorderhaven
- Fonction : Auteur
Haim Benyamini
- Fonction : Auteur
Dave Bouckenooghe
- Fonction : Auteur
Samia Chreim
- Fonction : Auteur
Muriel Durand
- Fonction : Auteur
- PersonId : 737884
- IdHAL : muriel-durand
- ORCID : 0000-0002-8636-4694
Mélanie E. Hassett
- Fonction : Auteur
Gary Kokk
- Fonction : Auteur
Mark E. Mendenhall
- Fonction : Auteur
Christof Miska
- Fonction : Auteur
Kathleen Marshall Park
- Fonction : Auteur
Riikka M. Sarala
- Fonction : Auteur
Sergio Luis Seloti
- Fonction : Auteur
Mikael Søndergaard
- Fonction : Auteur
H. Emre Yildiz
- Fonction : Auteur
Résumé
Despite decades of research, the key factors for success in mergers and acquisitions (M&As) and the reasons why M&As often fail remain poorly understood. While attempts to explain M&A success and failure have traditionally focused on strategic and financial factors, an emergent field of inquiry has been directed at the sociocultural and human resources issues involved in the integration of acquired or merging firms. This research has sought to explain M&A performance and underperformance in terms of the impact that variables such as cultural fit, management style similarity, the pattern of dominance between merging firms, the acquirer's degree of cultural tolerance, and the social climate surrounding a takeover have on the postmerger integration process. In this article, we attempt to take stock of, and synthesize, the findings from research on sociocultural and human resources integration in M&A, to identify conflicting perspectives and unresolved questions as well as several underresearched areas, and then use our analyses to propose an agenda for the next stage of research in this field
Domaines
Gestion et managementFormat du dépôt | Notice |
---|---|
Type de dépôt | Article dans une revue |
Titre |
en
Sociocultural Integration in Mergers and Acquisitions: Unresolved Paradoxes and Directions for Future Research
|
Résumé |
en
Despite decades of research, the key factors for success in mergers and acquisitions (M&As) and the reasons why M&As often fail remain poorly understood. While attempts to explain M&A success and failure have traditionally focused on strategic and financial factors, an emergent field of inquiry has been directed at the sociocultural and human resources issues involved in the integration of acquired or merging firms. This research has sought to explain M&A performance and underperformance in terms of the impact that variables such as cultural fit, management style similarity, the pattern of dominance between merging firms, the acquirer's degree of cultural tolerance, and the social climate surrounding a takeover have on the postmerger integration process. In this article, we attempt to take stock of, and synthesize, the findings from research on sociocultural and human resources integration in M&A, to identify conflicting perspectives and unresolved questions as well as several underresearched areas, and then use our analyses to propose an agenda for the next stage of research in this field
|
Auteur(s) |
Günter K. Stahl
, Duncan N. Angwin
, Philippe Very
1
, Emanuel Gomes
, Yaakov Weber
, Shlomo Yedidia Tarba
, Niels Noorderhaven
, Haim Benyamini
, Dave Bouckenooghe
, Samia Chreim
, Muriel Durand
2, 3
, Mélanie E. Hassett
, Gary Kokk
, Mark E. Mendenhall
, Nicola Mirc
4
, Christof Miska
, Kathleen Marshall Park
, Noelia-Sarah Reynolds
5
, Audrey Rouzies
4
, Riikka M. Sarala
, Sergio Luis Seloti
, Mikael Søndergaard
, H. Emre Yildiz
1
Hellebore Capital Management
( 431873 )
- France
2
Centre Hospitalier Emile Roux [AP-HP]
( 338277 )
- France
3
LINA-ENSMSE -
Laboratoire Interdisciplinaire d'Etude des Nanoparticules Aérosolisées
( 144396 )
- 158, cours Fauriel F-42023 Saint-Étienne cedex 2
- France
4
stratégie
( 399557 )
-
- France
5
MGSE -
Melbourne Graduate School of Education [Melbourne]
( 219013 )
- Kwong Lee Dow Building, 234 Queensberry Street, Parkville VIC 3053, Australie
- Australie
|
Nom de la revue |
|
Langue du document |
Anglais
|
Date de production/écriture |
2013
|
Vulgarisation |
Non
|
Comité de lecture |
Oui
|
Audience |
Internationale
|
Date de publication |
2013-07
|
Volume |
55
|
Numéro |
4
|
Page/Identifiant |
333-356
|
Domaine(s) |
|
Mots-clés |
en
CONSOLIDATION & merger of corporations, STRATEGIC planning, BUSINESS -- Research, HUMAN capital, INDUSTRIAL management
|
DOI | 10.1002/tie.21549 |
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