In this paper, we analyze data on the world's largest merger and acquisition (Mamp;A) announcements in the 1990s to explore the relational factors that determine their completion or withdrawal. Existing research on this little understood phenomenon in the Mamp;A process typically focuses on the...

Cross-border mergers and acquisitions (Mamp;As) have become the dominant mode of growth for firms seeking competitive advantage in an increasingly complex and global business economy. Although Human Resource Management (HRM) can play a value-adding role in the merger process, existing research...

A common finding in research on mergers and acquisitions (M&As) is that these deals fail during integration in part due to a lack of connectivity with regard to the human side of merging organizations. A dilemma is that employees from the merging firms need to learn how to work together in the...

This paper analyzes data on the largest mergers and acquisition (M&A) announcements in the 1990s and the contextual factors that determine their completion or withdrawal. Drawing on institutional theory, we argue that the completion of an M&A is more likely to the extent that the institutional...

To analyze the effectiveness of HRM strategies as a mechanism for achieving synergies, we incorporate the post-acquisition resource flows and the need for structural integration into Aguilera and Dencker’s (2004) framework that considers both national institutional environments and the...

There is a consensus within the Merger and Acquisition (M&A) literature that acquisitions fail during the integration phase, in large part due to neglect of social factors such as differences in rules, norms, and values across organizations. Thus, a crucial part of successful integration is...