By Sydney Finkelstein
What makes the "Advances in Mergers and Acquisitions" sequence stand out is its concentrate on all 3 features that make up this learn box - reports from students in several international locations, with assorted learn questions, hoping on various theoretical views. this kind of vast, and inclusive, method of mergers and acquisitions isn't simply replicated in educational journals, with a lot narrower mandates and metrics. The collections released every year offer leading edge principles by means of prime students on a world scale. Doing so not just broadens the questions being studied, but additionally is helping researchers ponder the inter-relationships between assorted views. within the base line, the right way to construct figuring out round a subject as diffuse as mergers and acquisitions is to be either integrative, and expansive, in number of study questions and theoretical underpinnings. "Advances in Mergers and Acquisitions" bargains this distinctive point of view, now not simply discovered somewhere else, that may aid students take into consideration mergers and acquisitions in new methods, development our wisdom base in this severe subject.
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Extra info for Advances in Mergers and Acquisitions, Volume 8
Ashforth, B. , & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14, 20–39. Baron, R. , & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51, 1173–1182. , & Pruyn, A. (2006). Organizational identiﬁcation during a merger: Determinants of employees’ expected identiﬁcation with the new organization. British Journal of Management, 17, S49–S67.
Hence, we formulate the following hypothesis: Hypothesis 2. Perceived organizational culture differences are negatively related to satisfaction with and perceived fairness of the merger. In our discussion of organizational culture and organizational identity, we related that several authors see organizational culture as the context within which organizational identity interpretations are formed (Hatch & Schultz, 1997). This link between organizational culture and identity 26 DAVID KROON ET AL. constructions was empirically explored by Ravasi and Schultz (2006).
6, pp. 1–15). Amsterdam: JAI Press. Van Dick, R. (2004). My job is my castle: Identiﬁcation in organizational contexts. International Review of Industrial and Organizational Psychology, 19, 171–203. , & Tissington, P. A. (2006). Working under a black cloud: How to sustain organizational identiﬁcation after a merger. British Journal of Management, 17, S69–S79. , & Lemmer, G. (2004). Research note: The winds of change-multiple identiﬁcations in the case of organizational mergers. European Journal of Work and Organizational Psychology, 13, 121–138.