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Making mergers and acquisitions work: Strategic and psychological preparation
0 references·16 citing·50 second hopsampled
Making mergers and acquisitions work: Strategic and psychological preparation (2001)Making mergers and acquisitions work: Str…New Integration Strategies for Post-Acquisition Management (2014)New Integration Strategies fo…The Riddle of Heterarchy: Power Transitions in Cross-Functional Teams (2013)The Riddle of Heterarchy: Pow…Mergers and acquisitions: A review of phases, motives, and success factors (2011)Mergers and acquisitions: A r…HR practices during post-merger conflict and merger performance (2011)HR practices during post-merg…Between merger and syndrome: The intermediary role of emotions in four cross-border M&As (2010)Between merger and syndrome: …Caveat Venditor: Trust Asymmetries in Acquisitions of Entrepreneurial Firms (2009)Caveat Venditor: Trust Asymme…Value Creation Following Merger and Acquisition Announcements: The Role of Strategic Emphasis Alignment (2008)Value Creation Following Merg…‘Citibankers’ at Citigroup: A Study of the Loss of Institutional Trust after a Merger (2008)‘Citibankers’ at Citigroup: A…Working Under a Black Cloud: How to Sustain Organizational Identification after a Merger* (2006)Working Under a Black Cloud: …Is speed of integration really a success factor of mergers and acquisitions? 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  • 2006Is speed of integration really a success factor of mergers and acquisitions? An analysis of the role of internal and external relatedness352 cited
  • 2009Caveat Venditor: Trust Asymmetries in Acquisitions of Entrepreneurial Firms340 cited
  • 2004A Marketing Perspective on Mergers and Acquisitions: How Marketing Integration Affects Postmerger Performance292 cited
  • 2005Understanding the Human Side of Merger and Acquisition270 cited
  • 2013The Riddle of Heterarchy: Power Transitions in Cross-Functional Teams253 cited
  • 2008‘Citibankers’ at Citigroup: A Study of the Loss of Institutional Trust after a Merger247 cited
  • 2006Working Under a Black Cloud: How to Sustain Organizational Identification after a Merger*227 cited
  • 2005Continuity and Change in Mergers and Acquisitions: A Social Identity Case Study of a German Industrial Merger*200 cited
  • 2003My Job is My Castle: Identification in Organizational Contexts174 cited
  • 2014New Integration Strategies for Post-Acquisition Management161 cited
  • 2011Mergers and acquisitions: A review of phases, motives, and success factors150 cited
  • 2008Value Creation Following Merger and Acquisition Announcements: The Role of Strategic Emphasis Alignment130 cited
  • 2005The Power of 'Organizational Culture' as a Discursive Formation in Merger Integration

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124 cited
  • 2011HR practices during post-merger conflict and merger performance122 cited
  • 2010Between merger and syndrome: The intermediary role of emotions in four cross-border M&As119 cited
  • 2005IMPACT OF CULTURAL DIFFERENCES ON MERGER AND ACQUISITION PERFORMANCE: A CRITICAL RESEARCH REVIEW AND AN INTEGRATIVE MODEL113 cited