Table of Contents

Handbook of Research in International Human Resource Management

Handbook of Research in International Human Resource Management

Elgar original reference

Edited by Günter K. Stahl and Ingmar Björkman

In providing an insightful overview of a wide range of global human resource issues facing MNCs, this pathbreaking Handbook highlights emergent topics and new research findings that could shape the field of future IHRM research. Theoretical discussion of the variables and processes that affect IHRM policies and practices is provided by renowned contributors with widely differing academic backgrounds, paradigmatic orientations, and theoretical and methodological approaches.

Chapter 21: Managing Culture and Human Resources in Mergers and Acquisitions

Philip K. Goulet and David M. Schweiger

Subjects: business and management, human resource management, international business

Extract

Philip K. Goulet and David M. Schweiger Mergers and acquisitions (M&As) have become a popular practice for firms seeking advantage in highly competitive global markets. They can quickly shape a firm’s future and the dynamics of the industry in which it operates. M&As are arguably one of the most strategic of management decisions given the significant resource commitments and profound performance implications they have on the firms involved. Consequently understanding how to conduct M&As is critical to the general success of any firm undertaking this form of organizational transformation. Research over the past two decades has significantly advanced our knowledge of M&As. Much of this work has focused on the human aspect of organizational change as a key determinant of M&A success. It is our objective to share some of this exciting work with the reader, and to further extend the discourse on this critical topic. We have structured this chapter into four sections. The first section involves an in-depth look at the human element of M&As, and how human resource issues, particularly culture, affect M&A outcomes. The second section identifies interventions that are designed to manage some of these issues. In the third section, we propose a process model of human resource integration in cross-border M&As that synthesizes and extends the extant literature reviewed in this chapter. Finally, the fourth section offers direction for future research. The human element of mergers and acquisitions We are in...

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