Florian Frensch investigates which individual characteristics of employees and which dyadic factors of relationship partners affect the cooperation between employees of previously separated firms. The author develops an innovative approach for gathering network data with the help of a dynamic computer-based questionnaire which allows him to conduct a full network analysis of a group of approximately 400 employees on the lower operative level of the firms.

This book examines the dynamics of the sociocultural processes inherent in mergers and acquisitions, and draws implications for post-merger integration management.

Focuses on the studies of the advances in mergers and acquisitions from scholars in different countries, with different research questions, relying on different theoretical perspectives. This title helps scholars think about mergers and acquisitions in different ways.

The growth in mergers and acquisitions (M&A) activity around the world masks a high rate of failure. M&A can provide companies with many benefits, but in the optimism and excitement of the deal many of the challenges are often overlooked. This comprehensive collection, bringing together an international team of contributors, moves beyond the theory to focus on the practical elements of mergers and acquisitions. This hands-on, step-by-step volume provides strategies, frameworks, guidelines, and ample examples for managing and optimizing M&A performance, including: ways to analyze different types of synergy; understanding and analyzing cultural difference along corporate and national cultural dimensions, using measurement tools; using negotiation, due diligence, and planning to analyze the above factors; making use of this data during negotiation, screening, planning, agreement, and when deciding on post-merger integration approaches. Students, researchers, and managers will find this text a vital resource when it comes to understanding this key facet of the international business world.

This eye-opening study, based on the authors' direct and personal observation of a bank merger, has three basic analytical focuses: the human issues presented by mergers at both an individual and a cultural level, the organizational issues that these human concerns raise, and the resulting implications for managing the merger and acquisition process. With keen insight the authors delve into a complex web of reactions. The intrigues, cultural clashes, hostilities, and tensions that emerged from this friendly merger are mind-boggling. The dynamics that characterized the dual nature of the merger run the gamut of human responses to a stressful situation: trust and betrayal, openness and deception, hope and despair, support and retaliation - all driven by nascent opportunities or restricted options. This impressive study has many lessons to teach about the role that human resource considerations should play in any large-scale organizational change.

With its inception at the end of the nineteenth century as a means of consolidation and reorganization, mergers and acquisitions (M&A) have since become quasi-institutionalized as one of the primary strategic options for organizations, as they seek to secure their position in an ever more competitive and globalizing market place. Despite the optimism surrounding M&A as strategic moves, research on post-merger company performance suggests that most firms engaging in M&A activity do not achieve the sought-after performance targets, either immediately or in the years following the deal. What is it that drives M&A activity when research results do not support the performance expectations of these undertakings? Alternatively, have M&A scholars got it all wrong in the way that M&A performance is measured? Is the topic too complex, enduring, and multifaceted to study? The Handbook argues that the field of M&A is in need of a re-rooting: past research needs to be critically reviewed, and fundamental assumptions revisited. A key issue preventing efforts in the practice and study of M&A from achieving dynamic syntheses has been the disciplinary gulf separating strategy, finance, and human relations schools. The Handbook aims to bridge the hitherto separate disciplines engaged in the study and practice of M&A to provide more meaningful results. Toward this end, the Handbook brings together a set of prominent and emerging scholars and practitioners engaged in the study of M&A to provide thought-provoking, state of the art overviews of M&A through four specific 'lenses' - strategic, financial, socio-cultural, and sectorial approaches. By summarizing key findings in current research and exploring ways in which the differing approaches could and should be 'synthesized', it aims to highlight the key issues facing M&A practitioners and academics at the dawn of the third millennium.

Just as mergers and acquisitions begin to take off once again, this book reminds us that the emotional side of business is often at the heart of success and failure. With a terrific mix of case studies and in-depth conceptual thinking, Managing Emotions in Mergers and Acquisitions addresses the most fundamental of all issues in M&As how and why people sometimes disrupt the best merger plans, simply because they are, well, people. Sydney Finkelstein, Professor of Strategy and Leadership at the Tuck School at Dartmouth College, and author of Why Smart Executives Fail This is a very welcome addition to our knowledge on M&A process. This is an in-depth study on emotions, how these are effected due to M&A activity in two firms and how they influence the process itself. It helps us to understand, what emotions are? How we can deal with them? And, Why do M&As so often fail? It offers state-of-the-art knowledge on this complex phenomenon. The four cases present in depth and extremely rich insight into how emotions actually work and influence the success/failure in M&A process. In conclusion, it is a timely and innovative book which is a must read for anyone interested in mergers and acquisitions. Pervez Ghauri, University of Manchester, UK Research suggests that an increasing number of people experience organisational changes such as mergers and acquisitions as highly emotional life events. Indeed, given that, as the authors prove, 70% of all mergers and acquisitions fail to reach their initial goals largely because of neglected people issues, it is a must for every manager and M&A researcher to understand the emotional side of such change processes. This fascinating book explains how managerial behaviour and communication styles influence the emotions of employees and affect their readiness to contribute to a successful post-merger integration. It combines emotion theories from other disciplines with recent M&A findings, and offers practical implications through illustrative case studies. Academics and practitioners will find the combination of management literature with psychology and sociology literature of great interest.