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Institutions and Organizational Socialization: Integrating Employees in Cross-Border Mergers and Acquisitions

In: Thought Leadership in Advancing International Business Research

Author

Listed:
  • Ruth V. Aguilera
  • John C. Dencker
  • Zeynep Y. Yalabik

Abstract

Mergers and Acquisitions (M&As) have been a major strategic tool for business growth and repositioning in recent decades (Hitt et al., 2001; Schweiger, 2002; Anand et al., 2005), yet they are often beset by problems during the integration phase (Kitching, 1967, 1973; Shanley and Correa, 1992; Daniel, 1999; Larsson and Finkelstein, 1999; Hitt et al., 2001; Marks and Mirvis, 2001; Capron and Pistre, 2002). Many of these problems trace to difficulties in effectively integrating the human side of merging organizations (Buono and Bowditch, 1989; Haspeslagh and Jemison, 1991), resulting, for example, from clashes between organizational cultures of merging organizations (Nahavandi and Malekzadeh, 1988; Marks, 1991; Weber and Schweiger, 1992; DeVoge and Spreier, 1999; Overman, 1999; Morosini, 2004), as well as national cultures in cross-border M&As (Marks, 1991; Belcher and Nail, 2001) especially during the post-merger period. Although these studies have generated numerous important findings, a challenging task is to extend this research to specify how organizational systems, values, and work processes become stabilized in newly merged organizations and to do so in ways that are relevant to practitioners.

Suggested Citation

  • Ruth V. Aguilera & John C. Dencker & Zeynep Y. Yalabik, 2008. "Institutions and Organizational Socialization: Integrating Employees in Cross-Border Mergers and Acquisitions," Palgrave Macmillan Books, in: Arie Y. Lewin & S. Tamer Cavusgil & G. Tomas M. Hult & David A. Griffith (ed.), Thought Leadership in Advancing International Business Research, chapter 7, pages 153-189, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-59423-4_8
    DOI: 10.1057/9780230594234_8
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