By Sydney Finkelstein
What makes the "Advances in Mergers and Acquisitions" sequence stand out is its specialise in all 3 features that make up this examine box - experiences from students in numerous nations, with various study questions, hoping on diverse theoretical views. this sort of extensive, and inclusive, method of mergers and acquisitions isn't simply replicated in educational journals, with a lot narrower mandates and metrics. The collections released every year offer leading edge rules by way of prime students on a world scale. Doing so not just broadens the questions being studied, but in addition is helping researchers ponder the inter-relationships between diversified views. within the bottom line, how one can construct knowing round a subject as diffuse as mergers and acquisitions is to be either integrative, and expansive, in selection of examine questions and theoretical underpinnings. "Advances in Mergers and Acquisitions" deals this precise viewpoint, now not simply came across in different places, that would aid students take into consideration mergers and acquisitions in new methods, construction our wisdom base in this severe subject.
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Additional info for Advances in Mergers and Acquisitions, Volume 8
Daily, C. , & Covin, J. G. (2004). Meta-analyses of postacquisition performance: Indications of unidentiﬁed moderators. Strategic Management Journal, 25, 187–200. , & Ashforth, B. E. (1992). Alumni and their alma mater: A partial test of the reformulated model of organizational identiﬁcation. Journal of Organizational Behavior, 13, 103–123. , & Ramanantsoa, B. (1997). Understanding corporate identity: The French school of thought. European Journal of Marketing, 31, 383–395. Mottola, G. , Bachman, B.
1998). The deﬁnition and metadeﬁnition of identity. In: D. A. Whetten & P. C. Godfrey (Eds), Identity in organizations: Building theory through conversations (pp. 1–13). California: SAGE Publications. , & Whetten, D. A. (1985). Organizational identity. Research in organizational behavior, 7, 263–295. Ashforth, B. , & Johnson, S. A. (2001). Which hat to wear? The relative salience of multiple identities in organizational contexts. In: M. A. Hogg & D. J. Terry (Eds), Social identity processes in organizational contexts (pp.
ORGANIZATIONAL CULTURE AND IDENTIFICATION IN AN M&A CONTEXT In the context of M&As, both organizational culture and organizational identity are interesting in their effects on perceptions of cultural differences between the organizations involved in a merger, and on the identiﬁcation of employees with the merged organization. , 2006; Van Dick, Wagner, & Lemmer, 2004; Van Knippenberg & Van Leeuwen, 2001; Van Leeuwen, Van Knippenberg, & Ellemers, 2003). Moreover, employees are likely to perceive cultural differences between the companies engaged in the M&A.
Advances in Mergers and Acquisitions, Volume 8 by Sydney Finkelstein