Table of Contents for Mergers and Acquisitions
Table of Contents for
Mergers and Acquisitions
Contributors
Preface
Introductory Comments, by Carlos Ghosn and Jean-Pierre Garnier
Part I: Introduction
1.Sociocultural Integration in Mergers and Acquisitions, by Günter K. Stahl, Mark E. Mendenhall, Amy L. Pablo, and Mansour Javidan
2.Integration: The Critical Link in M&A Value Creation, by David M. Schweiger and Robert L. Lippert
Executive Commentary, by Tae-Gyun Shin
Part II: The Process of Sociocultural Integration in Mergers and Acquisitions
3.Organizational Learning in Cross-Border Mergers and Acquisitions, by Danna N. Greenberg, Henry W. Lane, and Keith Bahde
Executive Commentary, by Jean Luc Scalabre
4.Trust in Mergers and Acquisitions, by Günter K. Stahl and Sim B. Sitkin
Executive Commentary, by Hans-Peter Engeli
5.The Role of Corporate Cultural Diversity in Integrating Mergers and Acquisitions, by Georg Schreyögg
Executive Commentary, by Albert Young
6.The Construction of Social Identities in Mergers and Acquisitions, by Stein Kleppestø
Executive Commentary, by Bjørn Z. Ekelund and Aina Aske
7.A Learning Perspective on Sociocultural Integration in Cross-National Mergers, by Ingmar Björkman, Janne Tienari, and Eero Vaara
Executive Commentary, by Bernd Ratzke and Tom Kelly
Part III: The Management of Sociocultural Integration in Mergers and Acquisitions
8.Synergy Realization in Mergers and Acquisitions: A Co-Competence and Motivational Approach, by Rikard Larsson
Executive Commentary, by Shlomo Ben-Hur and L. Todd Thomas
9.The Neglected Importance of Leadership in Mergers and Acquisitions, by Sim B. Sitkin and Amy L. Pablo
Executive Commentary, by Wilfried Meyer
10.Psychological Communication Interventions in Mergers and Acquisitions, by Angelo S. DeNisi and Shung Jae Shin
Executive Commentary, by Mark Jones
11.Developing a Framework for Cultural Due Diligence in Mergers and Acquisitions: Issues and Ideas, by Susan Cartwright and Simon McCarthy
Executive Commentary, by Max Otte
Part IV: Learning from Experience: Case Analyses of Sociocultural Processes in Mergers and Acquisitions
12.Managing Human Resources to Capture Capabilities: Case Studies in High-Technology Acquisitions, by Saikat Chaudhuri
13.The CNH Global Case: Building Social Capabilities to Win in Global Acquisitions, Joint Ventures, and Alliances, by Piero Morosini
14.Integration Processes in Cross-Border Mergers: Lessons Learned from Dutch-German Mergers, by René Olie
15.DaimlerChrysler: A Case Study of a Cross-Border Merger, by Torsten Kühlmann and Peter J. Dowling
16.The Importance of the Agreement Formation Process in Partnering with the Unfamiliar: The Case of Renault and Nissan, by Harry Korine, Kazuhiro Asakawa, and Pierre-Yves Gomez
17.Creating a New Identity and High-Performance Culture at Novartis: The Role of Leadership and Human Resource Management, by Chei Hwee Chua, Hans-Peter Engeli, and Günter K. Stahl
Part V: Lessons for Research and Practice
18.Research on Sociocultural Integration in Mergers and Acquisitions: Points of Agreement, Paradoxes, and Avenues for Future Research, by Günter K. Stahl, Mark E. Mendenhall, and Yaakov Weber
19.People and Cultural Aspects of Mergers and Acquisitions: What Are the Lessonsand the Challenges?, by Paul Evans and Vladimir Pucik
Index