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 study box - reports from students in several international locations, with various study questions, hoping on diversified theoretical views. this sort of large, and inclusive, method of mergers and acquisitions isn't really simply replicated in educational journals, with a lot narrower mandates and metrics. The collections released every year offer leading edge rules by way of top students on an international scale. Doing so not just broadens the questions being studied, but in addition is helping researchers think of the inter-relationships between various views. within the base line, how to construct knowing round an issue as diffuse as mergers and acquisitions is to be either integrative, and expansive, in selection of learn questions and theoretical underpinnings. "Advances in Mergers and Acquisitions" bargains this particular point of view, now not simply chanced on somewhere else, that would aid students take into consideration mergers and acquisitions in new methods, construction our wisdom base in this serious subject.
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Extra resources for Advances in Mergers and Acquisitions, Volume 8
Furthermore, culture determines the type and sources of information that its members selectively attend to and the way in which information is evaluated (Schneider, 1989). Typically, culture becomes more salient in time of change or threat, and groups can become extremely cohesive, ethnocentric and resistant to change. Morgan (1986) focuses on the metaphor of culture as a shared sense of reality. He highlights that those who do not possess a culture which is similar or compatible, in terms of its values and cognitions, do not share the same reality and as such therefore cannot enact reality with each other.
Our results are also in line with Buono, Bowditch, and Lewis (1985) who found a ‘‘culture shock’’ occurring 34 DAVID KROON ET AL. Table 5. Results of Regression Analyses for Testing Hypothesis 3a. 11 Note: The coefﬁcients reported are unstandardized estimates. 10. a N ¼ 4394. when two organizations merge. This cultural shock affects organizational members’ feelings of discomfort. When we look at behavioral intentions, we see that the variable organizational culture difference has only a weakly signiﬁcant effect on willingness to cooperate in the merger.
Each employee received a seven-page questionnaire, accompanied with a cover letter from the CEO of its company of origin and with a letter from the research team. These letters outlined the nature of the study, asked employees to cooperate with the study and ensured conﬁdentiality of the survey responses. In total, 5340 questionnaires have been collected. Response rates are around 30% for both companies throughout the ﬁve periods. Variables The Appendix reports the multi-item survey constructs used in this study together with their factor loadings and Cronbach’s alpha for scale reliability.
Advances in Mergers and Acquisitions, Volume 8 by Sydney Finkelstein