By Sydney Finkelstein
What makes the "Advances in Mergers and Acquisitions" sequence stand out is its specialise in all 3 features that make up this learn box - reviews from students in several nations, with various study questions, hoping on diverse theoretical views. this kind of huge, and inclusive, method of mergers and acquisitions isn't simply replicated in educational journals, with a lot narrower mandates and metrics. The collections released every year offer leading edge rules via top students on an international scale. Doing so not just broadens the questions being studied, but in addition is helping researchers contemplate the inter-relationships between diverse views. within the base line, how to construct realizing round an issue as diffuse as mergers and acquisitions is to be either integrative, and expansive, in collection of study questions and theoretical underpinnings. "Advances in Mergers and Acquisitions" bargains this exact point of view, no longer simply stumbled on in different places, that may aid students take into consideration mergers and acquisitions in new methods, development our wisdom base in this severe subject.
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Extra resources for Advances in Mergers and Acquisitions, Volume 8
These beliefs, values and practices are taken-for-granted cultural assumptions that require less self-reﬂection than an organizational identity (Hatch & Schultz, 2000; Ravasi & Schultz, 2006). According to Hatch and Schultz (1997, p. ’’ Hence, organizational identity can be seen as grounded in and justiﬁed by cultural values and assumptions. In a similar way, Ravasi and Schultz (2006) argue that organizational members draw on organizational culture for making sense of their organizational identity.
Amsterdam: JAI Press. Terry, D. J. (2001). Intergroup relations and organizational mergers. In: M. A. Hogg & D. J. Terry (Eds), Social identity processes in organizational contexts (pp. 229–247). Sussex: Psychology Press. Terry, D. J. (2003). A social identity perspective on organizational mergers: The role of group status, permeability and similarity. In: S. A. Haslam, D. Van Knippenberg, 40 DAVID KROON ET AL. M. J. Platow & N. Ellemers (Eds), Social identity at work: Developing theory for organizational practice (pp.
1994). Determinants of acquisition integration level: A decision-making perspective. Academy of Management Journal, 37, 803–836. Pratt, M. G. (2000). The good, the bad, and the ambivalent: Managing identiﬁcation among armway distributors. Administrative Science Quarterly, 45, 456–493. Pratt, M. , & Foreman, P. O. (2000). Classifying managerial responses to multiple organizational identities. The Academy of Management Review, 25, 18–42. , & Schultz, M. (2006). Responding to organizational identity threats: Exploring the role of organizational culture.