Case 4: Japanese Cross-Border M & A and German Target Employee Alienation Issues
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Publisher
Springer International Publishing
Link
https://link.springer.com/content/pdf/10.1007/978-3-030-90955-0_20
Reference13 articles.
1. Ahammad, M. F., Tarba, S. Y., Liu, Y., & Glaister, K. W. (2014). Knowledge transfer and cross-border acquisition performance: The impact of cultural distance and employee retention. International Business Review, 25(1), 66–75.
2. Bartels, J., Douwes, R., Jong, M., & Pruyn, A. (2006). Organizational identification during a merger: Determinants of employees’ expected identification with the new organization*. British Journal of Management, 17(S1), S49.
3. Bauer, F., Matzler, K., & Wolf, S. (2015). M & A and innovation: The role of integration and cultural differences—A central European targets perspective. International Business Review, 25(1). https://doi.org/10.1016/j.ibusrev.2014.07.010.
4. Björkman, I., Stahl, G. K., & Vaara, E. (2007). Cultural differences and capability transfer in cross-border acquisitions: The mediating roles of capability complementarity, absorptive capacity, and social integration. Journal of International Business Studies, 38(4), 658–672.
5. Chung, G. H., Du, J., & Choi, J. N. (2014). How do employees adapt to organizational change driven by cross-border M & As? A case in China. Journal of World Business, 49(1), 78–86. https://doi.org/10.1016/j.jwb.2013.01.001.
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