Executive Commentary

Kapitel in diesem Buch

1. Frontmatter i
2. Contents v
3. Contributors ix
4. Preface xiii
5. Introductory Comments xvi
6. Contributors xvi
7. PART I Introduction
8. 1. Sociocultural Integration in Mergers and Acquisitions 3
9. 2. Integration: The Critical Link inM&AValue Creation 17
10. Executive Commentary 46
11. PART II The Process of Sociocultural Integration in Mergers and Acquisitions
12. 3. Organizational Learning in Cross-Border Mergers and Acquisitions 53
13. Executive Commentary 77
14. 4. Trust in Mergers and Acquisitions 82
15. Executive Commentary 103
16. 5. The Role of Corporate Cultural Diversity in Integrating Mergers and Acquisitions 108
17. Executive Commentary 126
18. 6. The Construction of Social Identities in Mergers and Acquisitions 130
19. Executive Commentary 152
20. 7. A Learning Perspective on Sociocultural Integration in Cross-National Mergers 155
21. Executive Commentary 176
22. PART III The Management of Sociocultural Integration in Mergers and Acquisitions
23. 8. Synergy Realization in Mergers and Acquisitions: A Co-Competence and Motivational Approach 183
24. Executive Commentary 202
25. 9. The Neglected Importance of Leadership in Mergers and Acquisitions 208
26. Executive Commentary 224
27. 10. Psychological Communication Interventions in Mergers and Acquisitions 228
28. Executive Commentary 250
29. 11. Developing a Framework for Cultural Due Diligence in Mergers and Acquisitions: Issues and Ideas 253
30. Executive Commentary 268
31. PART IV Learning from Experience: Case Analyses of Sociocultural Processes in Mergers and Acquisitions
32. 12. Managing Human Resources to Capture Capabilities: Case Studies in High-Technology Acquisitions 277
33. 13. The CNH Global Case: Building Social Capabilities to Win in Global Acquisitions, Joint Ventures, and Alliances 302
34. 14. Integration Processes in Cross-Border Mergers: Lessons Learned from Dutch–German Mergers 323
35. 15. DaimlerChrysler: A Case Study of a Cross-Border Merger 351
36. 16. The Importance of the Agreement Formation Process in Partnering with the Unfamiliar: The Case of Renault and Nissan 364
37. 17. Creating a New Identity and High-Performance Culture at Novartis: The Role of Leadership and Human Resource Management 379
38. PART V Lessons for Research and Practice
39. 18. Research on Sociocultural Integration in Mergers and Acquisitions: Points of Agreement, Paradoxes, and Avenues for Future Research 401
40. 19. People and Cultural Aspects of Mergers and Acquisitions: What Are the Lessons . . . and the Challenges? 412
41. Index 423