Mergers and Acquisitions in Practice

Shlomo Y. Tarba is Associate Professor in Business Strategy and Head of the Department of Strategy and International Business at Birmingham Business School, University of Birmingham, UK.Sir Cary L. Cooper is the 50th Anniversary Professor of Organizational Psychology and Health at Manchester Business School, University of Manchester, UK, and President of the CIPD.Riikka M. Sarala is Associate Professor of Management at the University of North Carolina at Greensboro, USA.Mohammad F. Ahammad is Reader in Strategy and International Business at Sheffield Business School, Sheffield Hallam University, UK.

• List of figures List of tables Notes on contributors 1 Mergers and acquisitions in practice: a state-of-art and future directions Shlomo Y. Tarba, Sir Cary L. Cooper, Riikka M. Sarala, and Mohammad F. Ahammad2 Motives for European mergers and acquisitions: analysis of pre-merger press announcements and post-merger interviews Agyenim Boateng, George Lordofos, and Keith W. Glaister3 Motives for cross-border mergers and acquisitions: perspective of UK firms Mohammad F. Ahammad, Shlomo Y. Tarba, Keith W. Glaister, Ian P. L. Kwan, Riikka M. Sarala, and Luiz Montanheiro4 Strategic mergers in the public sector: comparing universities and hospitals Rómulo Pinheiro, Timo Aarrevaara, Laila Nordstrand Berg, Lars Geschwind, and Dag Olaf Torjesen5 Chinese cross-border M&A into industrialized countries: the case of Chinese acquisitions in Germany Marina Schmitz, Fabian Jintae Froese, and Winno V. Wangenheim6 Post-merger integration in the pharmaceutical and biotechnology industries: a practical approach Lars Schweizer7 Human resource management in the context of mergers and acquisitions Fang Lee Cooke8 The role of human resource management practices in mergers and acquisitions Sut I Wong, Elizabeth Solberg, Paulina Junni, and Steffen Robert Giessner9 How do communication and cultural differences explain post-merger identification? Evidence from two merged dairy firms David Kroon10 Multiple shared identities in cross-border M&As Anna Lupina-Wegener and Rolf van Dick11 The link between cultural due diligence and sociocultural post-merger integration management as a critical success factor in M&As Natalie Witzmann and Christoph Dörrenbächer12 Acquisition in the banking sector in the transition process to the market economy Ruth Alas, Tiit Elenurm, Tiiu Allikmäe, and Riina Varts13 Does acquisition experience matter? From yes or no to why, when, and how Florian Bauer, Andreas Strobl, and Kurt Matzler14 Strategic alliances in the organizational and financial literatures: a review Ian P. L. KwanIndex

'This book is a valuable guide for scholars approaching this multifaceted intriguing subject.' - Arturo Capasso, Università del Sannio, Italy'As an experienced executive with an academic background, it is exciting and challenging to recommend this very professional selection of articles dealing with acquisition, merger and integration processes. This "body of knowledge" – theory analysis and operational implication - represents different perspectives but draws common links between them. It is an important contribution to a better understanding of the M&A phenomenon.' - Dr. Haim Benyamini, Former Vice President of HR, TEVA Pharmaceuticals Corporation'This book expands on and integrates theories and perspectives from various domains to better understand the motives, management and implications of mergers and acquisitions in an international context. The editors and authors illuminate the challenges in crafting and implementing mergers and acquisitions and offer new and significant insights to scholars, students and practitioners who are interested in the challenge of growing a firm in an international setting.' - Prof. Avraham Carmeli, Professor of Strategy and Management, Tel Aviv University, Israel'This book advances our understanding of M&A in an important manner. In particular, it highlights processes and dynamics that have, as of yet, been poorly understood. The chapters provide a number of insights that both researchers and practitioners can enjoy and learn from.' - Eero Vaara, Professor, Department of Management Studies, Aalto University School of Business, Finland