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The double-edged sword of cultural distance in international acquisitions

Reus, Taco H; Lamont, Bruce T - In: Journal of international business studies : JIBS ; an … 40 (2009) 8, pp. 1298-1316

Persistent link: https://www.econbiz.de/10003897967

Culture's consequences for emotional attending during cross-border acquisition implementation

Reus, Taco H. - In: Journal of world business : JWB 47 (2012) 3, pp. 342-351

Persistent link: https://www.econbiz.de/10009559824

Merging without alienating : interventions promoting cross-cultural organizational integration and their limitations

XA-DK;Brannen, Mary Yoko; Peterson, Mark F. - In: Journal of international business studies : JIBS ; an … 40 (2009) 3, pp. 468-489

Persistent link: https://www.econbiz.de/10003829706

Understanding employee-level dynamics within the merger and acquisition process

Creasy, Todd; Stull, Michael; Peck, Simon - In: Journal of general management 35 (2009/10) 2, pp. 21-42

Persistent link: https://www.econbiz.de/10003920172

The PMI scorecard : a tool for successfully balancing the post-merger integration process

Rueß, Michael Alexander; Voelpel, Sven C. - In: Organizational dynamics : a quarterly review of … 41 (2012) 1, pp. 78-84

Persistent link: https://www.econbiz.de/10009512791

Making mergers and acquisitions work

Venzin, Markus; Vizzaccaro, Matteo; Rutschmann, Fabrizio - 2018

For many industries, mergers and acquisitions have become the main pathway for reaching strategic objectives like growth, technological leadership, or efficiency in production and distribution. However, the success rate of most M&A deals is low - and flawed. Unrealistic synergies, wrong target...