scholarly journals Linking leaders' identity work and human resource management involvement: the case of sociocultural integration in Chinese mergers and acquisitions

2015 ◽  
Vol 27 (20) ◽  
pp. 2550-2577 ◽  
Author(s):  
Yijun Xing ◽  
Yipeng Liu
Keyword(s):  
Resource Management ◽  
Mergers And Acquisitions ◽  
Human Resource Management ◽  
Human Resource ◽  
Identity Work ◽  
Sociocultural Integration ◽  
Management Involvement

scholarly journals Mergers and acquisitions in the global context: The role of human resource management

2020 ◽  
Vol 55 (2) ◽  
pp. 101048 ◽  
Author(s):  
Shlomo Y. Tarba ◽  
Fang Lee Cooke ◽  
Yaakov Weber ◽  
David Ahlstrom ◽  
Sir Cary L. Cooper ◽  
...  
Keyword(s):  
Resource Management ◽  
Mergers And Acquisitions ◽  
Human Resource Management ◽  
Human Resource ◽  
Global Context

scholarly journals Linking Merger and Acquisition Strategies to Postmerger Integration: A Configurational Perspective of Human Resource Management

2016 ◽  
Vol 44 (5) ◽  
pp. 1793-1818 ◽  
Author(s):  
Nir N. Brueller ◽  
Abraham Carmeli ◽  
Gideon D. Markman
Keyword(s):  
Resource Management ◽  
Mergers And Acquisitions ◽  
Human Resource Management ◽  
Human Resource ◽  
Hrm Practices ◽  
Acquisition Strategies ◽  
Human Practices ◽  
Conceptual Study ◽  
Underlying Processes ◽  
Postmerger Integration

The extant literature tends to frame mergers and acquisitions (M&As) and postmerger integration (PMI) as strategies and outcomes, but this framing often leaves their underlying processes underexplored. We address this gap by redirecting attention to the view that M&As are largely embedded in social and human practices. Our conceptual study identifies three generic M&A strategies—annex & assimilate, harvest & protect, and link & promote—and matches them with three well-known PMI outcomes (i.e., absorption, preservation, and symbiosis, respectively). Using a configurational perspective and drawing upon the ability-motivation-opportunity (AMO) model, we develop a conceptual framework that reveals why and how AMO-enhancing human resource management (HRM) practices can link M&A strategies and PMI outcomes. Finally, we elaborate on the theoretical and practical contributions and chart a course for future inquiry and research applications for the M&A-HRM-PMI triad and its processes.

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