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Strategy, employee resistance and integration

Strategy, employee resistance and integration Contends the bulk of serious research on mergers and acquisitions (M&A) has so far focused on various fragments of the management and performance of M&A, these are: strategy research; economics research; finance research; organizational research; and human resource research. Chronicles three drivers of synergy realization: combination potential; organizational integration; and employee resistance — and their findings — finds each of the three drivers has an impact independently of the other two. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Antidote Emerald Publishing

Strategy, employee resistance and integration

The Antidote , Volume 3 (3): 2 – May 1, 1998

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Publisher
Emerald Publishing
Copyright
Copyright © 1998 MCB UP Ltd. All rights reserved.
ISSN
1363-8483
DOI
10.1108/EUM0000000006464
Publisher site
See Article on Publisher Site

Abstract

Contends the bulk of serious research on mergers and acquisitions (M&A) has so far focused on various fragments of the management and performance of M&A, these are: strategy research; economics research; finance research; organizational research; and human resource research. Chronicles three drivers of synergy realization: combination potential; organizational integration; and employee resistance — and their findings — finds each of the three drivers has an impact independently of the other two.

Journal

The AntidoteEmerald Publishing

Published: May 1, 1998

Keywords: Strategy; Employee selection; Mergers and acquisitions

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