Integrating strategic, organizational, and human resource perspectives on mergers and acquisitions

Larsson, R., & Finkelstein, S. (1999). Integrating strategic, organizational, and human resource perspectives on mergers and acquisitions: A case survey of synergy realization. Organization Science, 10(1), 1-26.

Type

Journal article

Intellectual base

Primary research

Year

1999

Volume

10

Issue

1

Pages

1-26

DOI

10.1287/orsc.10.1.1

DOI registrant

Institute for Operations Research and the Management Sciences

Link

https://doi.org/10.1287/orsc.10.1.1

Cited from

sociology_anthropology

Cited by

1 citation across 1 artifact.

Each citation links to the sentence it supports in the citing article.

Primes

• Cultural Friction
  • This clarity redirects attention from "why doesn't everyone adopt this?" to "what values are in tension here, and how do communities negotiate them?"—a reframing Larsson and Finkelstein (1999) argue is essential for integrating strategic, organizational, and human-resource perspectives on cross-cultural combination.

    This sourceIntegrative model showing synergy realization depends on combination potential, organizational integration, and the lack of employee resistance—i.e., reconciling strategic, organizational, and value-level frictions rather than treating each in isolation.

    Supported in partVerified against the publisher's abstract

    The abstract confirms the paper integrates strategic, organization-theory and human-resource perspectives on M&A, but says nothing about reframing adoption questions into value tensions or about cross-cultural combination.

    “The authors addressed that problem by developing a conceptual framework that integrates theoretical perspectives from economics, finance, and especially strategy, organization theory, and human resource management to offer a broader process-oriented integrative model.”

    Read by an automated reader; not a human review. How support was checked

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