Managing legitimacy in a cross-border post-merger integration context: the role of language strategies
Author:
Affiliation:
1. University of Newcastle, Central Coast Campus, Ourimbah, Australia
2. University of Waikato, Hamilton, New Zealand
3. Aston Business School, Aston University, Birmingham, UK
4. NEOMA Business School, Reims Campus, Reims, France
Publisher
Informa UK Limited
Subject
Management of Technology and Innovation,Organizational Behavior and Human Resource Management,Strategy and Management,Business and International Management,Industrial relations
Link
https://www.tandfonline.com/doi/pdf/10.1080/09585192.2023.2237878
Reference115 articles.
1. The Post-Merger Performance of Acquiring Firms: A Re-examination of an Anomaly
2. “I just don’t feel comfortable speaking English”: Foreign language anxiety as a catalyst for spoken-language barriers in MNCs
3. Bridging the language gap in multinational companies: Language strategies and the notion of company-speak
4. The role of HRM and social capital configuration for knowledge sharing in post-M&A integration: a framework for future empirical investigation
5. Fools Rush in? The Institutional Context of Industry Creation
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