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Managing organizational diversity: Observations from cross‐border acquisitions
10 references·2 citing·42 second hop
Managing organizational diversity: Observations from cross‐border acquisitions (1993)Managing organizational diversity: Observ…Management Development as Glue Technology (1992)Management Development as Glu…The multicultural organization (1991)The multicultural organizationOrganizational Environments and the Multinational Enterprise (1991)Organizational Environments a…Organizational Environments and the Multinational Enterprise (1991)Organizational Environments a…Managing cultural diversity: implications for organizational competitiveness (1991)Managing cultural diversity: …The Human Side of Mergers and Acquisitions: Managing Collisions Between People, Cultures, and Organizations. (1990)The Human Side of Mergers and…Mergers and Acquisitions, Human Resource Issues and Outcomes: A Review and Suggested Typology* (1989)Mergers and Acquisitions, Hum…Acculturation in Mergers and Acquisitions (1988)Acculturation in Mergers and …Acculturation in Mergers and Acquisitions (1988)Acculturation in Mergers and …Multinational Corporations: Control Systems and Delegation Issues (1984)Multinational Corporations: C…Reconsidering the Role of HR in M&As: What Can Be Learned From Practice (2014)Reconsidering the Role of HR …Strategic human resource strategies for transnationals in Europe (1998)Strategic human resource stra…International Investment and International Trade in the Product Cycle (1966)Designing Complex Organizations (1973)Educational Organizations as Loosely Coupled Systems (1976)Subsidiary embeddedness and control in the multinational corporation (1996)Market-seeking MNEs in an emerging market: How parent–subsidiary links shape overseas success (2003)Toward coopetition within a multinational enterprise: a perspective from foreign subsidiaries (2004)The market for corporate control (1983)Corporate Acquisitions: A Process Perspective (1986)The dominant logic: A new linkage between diversity and performance (1986)CASE SURVEY METHODOLOGY: QUANTITATIVE ANALYSIS OF PATTERNS ACROSS CASE STUDIES. (1993)On the Discursive Construction of Success/Failure in Narratives of Post-Merger Integration (2002)Post‐acquisition Integration as Sensemaking: Glimpses of Ambiguity, Confusion, Hypocrisy, and Politicization (2003)Role of subjective culture in organizations: A review and directions for future research. (1982)Types of synergy and economic value: The impact of acquisitions on merging and rival firms (1986)Between Trust and Control: Developing Confidence in Partner Cooperation in Alliances (1998)Cultural Distance Revisited: Towards a More Rigorous Conceptualization and Measurement of Cultural Differences (2001)Cultural distance revisited: Towards a more rigorous conceptualization and measurement of cultural differences (2012)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)International-Business Political Behavior: New Theoretical Directions (1994)DISTANCE MATTERS: LIABILITY OF FOREIGNNESS, INSTITUTIONAL DISTANCE AND OWNERSHIP STRATEGY (2004)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)State ownership effect on firms' FDI ownership decisions under institutional pressure: a study of Chinese outward-investing firms (2012)Cultural Diversity at Work: The Effects of Diversity Perspectives on Work Group Processes and Outcomes (2001)Corporate Governance, Board Diversity, and Firm Value (2003)Gender Diversity in the Boardroom and Firm Financial Performance (2007)A change of masters (2020)Organizational and Personal Dimensions in Diversity Climate (1998)Building an Inclusive Diversity Culture: Principles, Processes and Practice (2004)Disentangling the Meanings of Diversity and Inclusion in Organizations (2006)Hofstede, Schwartz, or managerial perceptions? The effects of different cultural distance measures on establishment mode choices by multinational enterprises (2006)Cultural differences and capability transfer in cross-border acquisitions: the mediating roles of capability complementarity, absorptive capacity, and social integration (2007)The Process of Postmerger Integration: A Review and Agenda for Future Research (2017)Auditing Human Resource Management in the Global Environment (1994)International Human Resource Management Strategies in Multinational Corporations: Theoretical Assumptions and Empirical Evidence from German Firms (1997)Understanding the HRD Role in MNCs:The Imperatives of Social Capital and Networking (2009)Liability of foreignness in global competition? Financial service affiliates in the city of London (2003)Influence of Green and Lean Upstream Supply Chain Management Practices on Business Sustainability (2012)International strategy: From local to global and beyond (2015)‘Citibankers’ at Citigroup: A Study of the Loss of Institutional Trust after a Merger (2008)The effects of procedural and informational justice in the integration of related acquisitions (2008)The Impact of Organizational and National Cultural Differences on Social Conflict and Knowledge Transfer in International Acquisitions (2010)
this work references cited by second hop

References

  • 1991Managing cultural diversity: implications for organizational competitiveness2,532 cited
  • 1991The multicultural organization839 cited
  • 1991Organizational Environments and the Multinational Enterprise780 cited
  • 1988Acculturation in Mergers and Acquisitions725 cited
  • 1990The Human Side of Mergers and Acquisitions: Managing Collisions Between People, Cultures, and Organizations.480 cited
  • 1984Multinational Corporations: Control Systems and Delegation Issues362 cited
  • 1989Mergers and Acquisitions, Human Resource Issues and Outcomes: A Review and Suggested Typology*340 cited
  • 1991Organizational Environments and the Multinational Enterprise288 cited
  • 1988Acculturation in Mergers and Acquisitions238 cited
  • 1992Management Development as Glue Technology65 cited

Cited by

  • 2014Reconsidering the Role of HR in M&As: What Can Be Learned From Practice21 cited
  • 1998Strategic human resource strategies for transnationals in Europe18 cited

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