References

No references inside the corpus for this window.

Cited by

• 2011A framework for the human resources role in managing culture in mergers and acquisitions130 cited
• 2014M&A and innovation: The role of integration and cultural differences—A central European targets perspective124 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
• 2010Dynamics of Acquired Firm Pre-Acquisition Employee Reactions109 cited
• 2011Trust dynamics in acquisitions: A case survey105 cited
• 2011Integration managers' value‐capturing roles and acquisition performance104 cited
• 2013When the role fits: How firm status differentials affect corporate takeovers97 cited
• 2007Are mergers always stressful? Some evidence from the higher education sector66 cited
• 2014Culture clashes in cross-border mergers and acquisitions: A case study of Sweden's Volvo and South Korea's Samsung64 cited
• 2015FDI entry strategies and the impacts of economic freedom distance: Evidence from Nordic FDIs in transitional periphery of CIS and SEE63 cited
• 2006Higher Education Mergers: Integrating Organisational Cultures and Developing Appropriate Management Styles62 cited
• 2011Is the merger necessary? The interactive effect of perceived necessity and sense of continuity on post-merger identification