By Cary L Cooper, Sydney Finkelstein
Bringing jointly teachers from a number of disciplines those papers combine the disparate yet transforming into physique of literature on mergers and acquisitions. The sequence is released to give an explanation for and speak about the unsatisfactory results that end result from many poorly conceived mergers.
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This can be the 3rd e-book within the sequence "Advances in Mergers and Acquisitions", constructed from top overseas students from various disciplines, who discover the industrial, monetary, strategic or organizational behaviour points of M & A's. Marie Kavanagh and Neal Ashkanasy discover how administration methods to mergers and acquisitions give a contribution to cultural switch and acculturation results.
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Additional info for Advances in Mergers and Acquisitions, Volume 6 (Advances in Mergers and Acquisitions)
In essence, as the ﬁndings of this paper will point out, each form of hybrid has largely been studied separately from one another. Only more recently have calls been made for a need to compare different hybrid forms (Yan & Zeng, 1999) and a need to consolidate current thinking on hybrids (Beamish & Killing, 1996). g. partnerships or contracting agreements. Given the limited scope of this paper, to distinguish between Borys and Jemison’s (1989) deﬁnition, we deﬁne ‘inter-organisational encounters’ as organisational phenomena wherein two organisations, or parts of them, are combined under a joint identity, legal entity, and governance structure.
As managerial and organisational phenomena, these forms of inter-organisational encounters are distinct from one another and are used for different purposes. More speciﬁcally, mergers and acquisitions represent the similarity of two organisations merging to a greater or lesser degree following the closing of the deal. As deﬁnitions of mergers and acquisitions abound, it ultimately remains difﬁcult to set a clearcut distinction between the two phenomena (Parvinen, 2003). For the sake of clarity, in this paper, mergers will be invoked to represent the situation wherein two previously separate organisations, of roughly equal size, are 40 SATU TEERIKANGAS The merger process 2 companies prior to a merger The acquisition process Merged companies following an integration process 2 companies prior to an acquisition Merged companies following an integration process The joint venture process The alliance process 2 partner companies prior to a joint venture 2 companies prior to an alliance The resulting joint venture company Companies working in partnership in an alliance Fig.
Organizational culture in the management of mergers. Westport, CT: Quorum Books. , & Walker, J. (Eds). (2003). Trust and reciprocity: Inter-disciplinary lessons from experimental research. NY: Russell Sage Foundation, p. 409. Pratt, M. G. (1998). To be or not to be? Central questions in organizational identiﬁcation. In: D. A. Whetten & P. C. Godfrey (Eds), Identity in organizations: Building theory through conversations (pp. 171–207). Thousand Oaks, CA: Sage. , & Snape, E. (2005). Unpacking commitment: Multiple loyalties and employee behaviour.