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 - reviews from students in several nations, with varied study questions, hoping on diverse theoretical views. this kind of wide, 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 best students on an international scale. Doing so not just broadens the questions being studied, but additionally is helping researchers reflect on the inter-relationships between diverse 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 collection of learn questions and theoretical underpinnings. "Advances in Mergers and Acquisitions" bargains this distinctive point of view, now not simply came upon in other places, that would support students take into consideration mergers and acquisitions in new methods, construction our wisdom base in this severe subject.
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Extra info for Advances in Mergers and Acquisitions, Volume 8
75) 1. The decisions related to the combination harm neither of the two companies 2. On the whole, the decisions related to the combination that affect your department are fair 3. 85) 1. When someone criticizes the company A–company B combination, it feels like a personal insult 2. I am very interested in what others think about the company A–company B combination 3. When I talk about the company A–company B combination, I usually say ‘‘we’’ rather than ‘‘they’’ 4. When someone praises the company A–company B combination, it feels like a personal compliment 5.
Working under a black cloud: How to sustain organizational identiﬁcation after a merger. British Journal of Management, 17, S69–S79. , & Lemmer, G. (2004). Research note: The winds of change-multiple identiﬁcations in the case of organizational mergers. European Journal of Work and Organizational Psychology, 13, 121–138. , & de Lima, F. (2002). Organizational identiﬁcation after a merger: A social identity perspective. British Journal of Social Psychology, 41, 233–252. , & Van Leeuwen, E. (2001).
According to this perspective, the relationship between identity and culture is clear: a particular culture may or may not be part of the identity of an organization (Albert, 1998; Ravasi & Schultz, 2006). However, this view has been criticized by scholars who claim that cultures, cultural differences and identities are above all social constructions (Gertsen, Søderberg, & Torp, 1998; Søderberg & Vaara, 2003). From this perspective, one should focus attention on the processes through which notions of ‘‘us’’ and ‘‘them’’ are developed to better understand the sources of conﬂicts in postmerger integration (Hogg & Terry, 2000).