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Telecom Italia: Merging Five Companies into One
16 references·0 citing·46 second hop
Telecom Italia: Merging Five Companies into One (1998)Telecom Italia: Merging Five Companies in…Organizational Fit and Acquisition Performance: Effects of Post-acquisition Integration (2013)Organizational Fit and Acquis…Cultural differences and shareholder value in related mergers: Linking equity and human capital (1992)Cultural differences and shar…Organizational fit and acquisition performance: Effects of post‐acquisition integration (1991)Organizational fit and acquis…Managing acquisitions: Creating value through corporate renewal (1991)Managing acquisitions: Creati…PSYCHOLOGICAL CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK. (1990)PSYCHOLOGICAL CONDITIONS OF P…OUTWARD BOUND: STRATEGIC FOR TEAM SURVIVAL IN AN ORGANIZATION. (1990)OUTWARD BOUND: STRATEGIC FOR …Longitudinal Field Research on Change: Theory and Practice (1990)Longitudinal Field Research o…EVOLVING INTERPRETATIONS AS A CHANGE UNFOLDS: HOW MANAGERS CONSTRUE KEY ORGANIZATIONAL EVENTS. (1990)EVOLVING INTERPRETATIONS AS A…From Competitive Advantage to Corporate Strategy (1989)From Competitive Advantage to…Top management turnover following mergers and acquisitions (1988)Top management turnover follo…Acculturation in Mergers and Acquisitions (1988)Acculturation in Mergers and …Merger strategies and stockholder value (1987)Merger strategies and stockho…Types of synergy and economic value: The impact of acquisitions on merging and rival firms (1986)Types of synergy and economic…Grounded Theory and Organizational Research (1986)Grounded Theory and Organizat…Corporate Acquisitions: A Process Perspective (1986)Corporate Acquisitions: A Pro…The Discovery of Grounded Theory: Strategies for Qualitative Research. (1968)The Discovery of Grounded The…Analyzing social settings : a guide to qualitative observation and analysis (1971)Theoretical Sensitivity: Advances in the Methodology of Grounded Theory (1978)CASE Tools as Organizational Change: Investigating Incremental and Radical Changes in Systems Development (1993)Beyond Neopositivists, Romantics, and Localists: A Reflexive Approach to Interviews in Organizational Research (2003)Reducing Confusion about Grounded Theory and Qualitative Content Analysis: Similarities and Differences (2014)The Discovery of Grounded Theory (2017)The Social Construction of Reality (1967)The Discovery of Grounded Theory; Strategies for Qualitative Research (1968)Steps to an Ecology of Mind (1973)Strategies for Theorizing from Process Data (1999)Grounded Theory in Management Research (2003)From the Editors: What Grounded Theory is Not (2006)Markets and Hierarchies: Analysis and Antitrust Implications. (1976)The market for corporate control (1983)A resource‐based view of the firm (1984)COMMUNICATION WITH EMPLOYEES FOLLOWING A MERGER: A LONGITUDINAL FIELD EXPERIMENT. (1991)EVENT STUDIES IN MANAGEMENT RESEARCH: THEORETICAL AND EMPIRICAL ISSUES. (1997)Deliberate learning in corporate acquisitions: post‐acquisition strategies and integration capability in U.S. bank mergers (2004)The Presentation of Self in Everyday Life. (1956)Organizational Images and Member Identification (1994)Motivation and Personality (1997)Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. (2002)Antecedents and consequences of employee engagement (2006)Case Study Research: Design and Methods (1984)The Reflective Practitioner: How Professionals Think in Action (1985)Interpretive case studies in IS research: nature and method (1995)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Effect of National Culture on the Choice of Entry Mode (1988)Organizational Learning: The Contributing Processes and the Literatures (1991)Organizational culture and leadership (1993)Technological acquisitions and the innovation performance of acquiring firms: a longitudinal study (2001)External Control of Organizations: Resource Dependence Perspective (2011)The Market for Corporate Control: The Empirical Evidence Since 1980 (1988)Entrepreneurship and the concept of fit: A model and empirical tests (1993)INTERNATIONAL EXPANSION THROUGH START-UP OR ACQUISITION: A LEARNING PERSPECTIVE. (1998)The long-term performance of horizontal acquisitions (1999)How Competitive Forces Shape Strategy (1989)The Categorical Imperative: Securities Analysts and the Illegitimacy Discount (1999)Inter-firm R&D partnerships: an overview of major trends and patterns since 1960 (2002)The Market for Corporate Control: The Scientific Evidence (2002)Dimensionalizing Cultures: The Hofstede Model in Context (2011)How Many Interviews Are Enough? (2005)Theory Building From Cases: Opportunities And Challenges (2007)Seeking Qualitative Rigor in Inductive Research (2012)Exploring internal stickiness: Impediments to the transfer of best practice within the firm (1996)Relative absorptive capacity and interorganizational learning (1998)
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References

  • 1968The Discovery of Grounded Theory: Strategies for Qualitative Research.46,361 cited
  • 1990PSYCHOLOGICAL CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK.10,957 cited
  • 1990Longitudinal Field Research on Change: Theory and Practice4,219 cited
  • 1989From Competitive Advantage to Corporate Strategy2,170 cited
  • 1991Managing acquisitions: Creating value through corporate renewal1,499 cited
  • 1986Grounded Theory and Organizational Research1,225 cited
  • 1990EVOLVING INTERPRETATIONS AS A CHANGE UNFOLDS: HOW MANAGERS CONSTRUE KEY ORGANIZATIONAL EVENTS.1,167 cited
  • 1986Corporate Acquisitions: A Process Perspective1,160 cited
  • 1986Types of synergy and economic value: The impact of acquisitions on merging and rival firms800 cited
  • 1991Organizational fit and acquisition performance: Effects of post‐acquisition integration779 cited
  • 1992Cultural differences and shareholder value in related mergers: Linking equity and human capital756 cited
  • 1988Acculturation in Mergers and Acquisitions725 cited
  • 2013Organizational Fit and Acquisition Performance: Effects of Post-acquisition Integration540 cited
  • 1990OUTWARD BOUND: STRATEGIC FOR TEAM SURVIVAL IN AN ORGANIZATION.528 cited
  • 1987

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Merger strategies and stockholder value
487 cited
  • 1988Top management turnover following mergers and acquisitions474 cited
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