By Sydney Finkelstein
What makes the "Advances in Mergers and Acquisitions" sequence stand out is its specialize in all 3 features that make up this examine box - reviews from students in numerous nations, with diversified examine questions, counting on diversified theoretical views. this type of large, 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 supply leading edge rules through best students on a world scale. Doing so not just broadens the questions being studied, but in addition is helping researchers give some thought to the inter-relationships between varied views. within the bottom line, the right way to construct realizing round a subject as diffuse as mergers and acquisitions is to be either integrative, and expansive, in selection of study questions and theoretical underpinnings. "Advances in Mergers and Acquisitions" bargains this detailed standpoint, now not simply discovered in different places, that may support students take into consideration mergers and acquisitions in new methods, development our wisdom base in this severe subject.
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Additional resources for Advances in Mergers and Acquisitions, Volume 8
Tudor, R. K. (1996). An investigation of post-acquisition satisfaction with the merger. Journal of Applied Behavioral Science, 32, 125–142. De Cannie`re, M. , & Geuens, M. (2009). Relationship quality and the theory of planned behavior models of behavioral intentions and purchase behavior. Journal of Business Research, 62, 82–92. 38 DAVID KROON ET AL. , & Siguaw, J. A. (2006). Formative versus reﬂective indicators in organizational measure development: A comparison and empirical illustration.
Dovidio, J. F. (1997). How groups merge: The effect of merger integration patterns on anticipated commitment to the merged organization. Journal of Applied Social Psychology, 27, 1335–1358. Pablo, A. L. (1994). Determinants of acquisition integration level: A decision-making perspective. Academy of Management Journal, 37, 803–836. Pratt, M. G. (2000). The good, the bad, and the ambivalent: Managing identiﬁcation among armway distributors. Administrative Science Quarterly, 45, 456–493. Pratt, M.
DATA AND METHODS Research Setting To examine the differential effects that organizational culture differences and organizational identiﬁcation have on key attitudinal and behavioral variables in the postmerger integration phase of organizations, we conducted a study at two merged ﬁrms from different European countries. Both companies operate in the same service sector, and one company is approximately twice the size of the other. 1 The present study started shortly after the completion of the merger and covers a period of approximately four years.
Advances in Mergers and Acquisitions, Volume 8 by Sydney Finkelstein