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.
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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.
- 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.
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