By Sydney Finkelstein
What makes the "Advances in Mergers and Acquisitions" sequence stand out is its concentrate on all 3 features that make up this study box - experiences from students in several nations, with assorted study questions, counting on assorted theoretical views. this kind of extensive, and inclusive, method of mergers and acquisitions isn't really simply replicated in educational journals, with a lot narrower mandates and metrics. The collections released every year supply leading edge rules by way of top students on a world scale. Doing so not just broadens the questions being studied, but additionally is helping researchers reflect on the inter-relationships between assorted views. within the bottom line, how to construct knowing round a subject as diffuse as mergers and acquisitions is to be either integrative, and expansive, in selection of learn questions and theoretical underpinnings. "Advances in Mergers and Acquisitions" bargains this specified standpoint, now not simply discovered 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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This is often the 3rd booklet within the sequence "Advances in Mergers and Acquisitions", constituted of prime overseas students from quite a number disciplines, who discover the industrial, monetary, strategic or organizational behaviour facets of M & A's. Marie Kavanagh and Neal Ashkanasy discover how administration methods to mergers and acquisitions give a contribution to cultural swap and acculturation results.
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Additional resources for Advances in Mergers and Acquisitions, Volume 8
Organizational culture difference is measured by taking the sum of absolute differences between seven items related to working practices of both companies. 69) for the organizational culture difference scale can be considered satisfactory. However, we can also argue that this is a formative, rather than a reﬂective scale, in which case Cronbach’s alpha is not a relevant measure (Diamantopoulos & Siguaw, 2006). The attitudinal dependent variables in this study, employee satisfaction with the merger and perceived fairness of the merger, are measured by three items.
Terry, D. J. (2003). A social identity perspective on organizational mergers: The role of group status, permeability and similarity. In: S. A. Haslam, D. Van Knippenberg, 40 DAVID KROON ET AL. M. J. Platow & N. Ellemers (Eds), Social identity at work: Developing theory for organizational practice (pp. 293–316). Philadelphia: Psychology Press. Tyler, T. , & Cremer, D. (2005). Process-based leadership: Fair procedures and reactions to organizational change. The Leadership Quarterly, 16, 529–545. , & Van Dick, R.
American Association for the Advancement of Science Selected Symposium 39 (pp. 9–25). Boulder, CO: Westview. , & Ha˚kanson, L. (2000). Managing the post-acquisition integration process: How the human iintegration and task integration processes interact to foster value creation. Journal of Management Studies, 37, 395–425. Brown, M. , & Gioia, D. A. (2002). Making things click: Distributive leadership in an online division of an ofﬂine organization. The Leadership Quarterly, 13, 397–419. Buono, A.