Managing organizational diversity: Observations from cross‐border acquisitions

Abstract

Abstract This article examines the processes used over the course of a decade by a European firm managing organizationally diverse acquisitions. The parent company used various human resource management and structural approaches that tolerated diversity while allowing for learning to occur within parent and acquired firms. The parent also provided opportunities for the acquired firms to find their own approaches to working together and integrating, rather than imposing any particular approach on the acquired firms. © 1993 by John Wiley & Sons, Inc.

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