HRM challenges in cross-cultural collaborations: Editorial
- UNCG Author/Contributor (non-UNCG co-authors, if there are any, appear on document)
- Riikka M. Sarala, Virginia Batte Phillips Distinguished Professor of International Business (Creator)
- Institution
- The University of North Carolina at Greensboro (UNCG )
- Web Site: http://library.uncg.edu/
Abstract: The frequency and scale of the cross-cultural collaborations such as strategic alliances, international joint ventures, and mergers and acquisitions have significantly increased during the several past decades in spite of continuous reports on their dismal track record (e.g., Cartwright & Cooper, 1996; Fuad & Gaur, 2019; Gomes, Weber, Brown, & Tarba, 2011).The existing body of literature on M&A processes and outcomes has been scattered across a wide range of topics and levels, and scholars have not yet systematically discussed and integrated the insights from various fields thus missing the opportunities for cross-fertilization (Devers et al., 2020; Meglio & Risberg, 2010).Weber and Tarba (2010) and Weber, Tarba, and Reichel (2009) point out that most of the existing research on the human side of the cross-cultural collaborations has been fragmented across various disciplines, has not been systematic and linked to any overarching theory. Specifically, different areas of focus in merger and acquisition (M&A) research have resulted in substantial fragmentation in theories and variables utilized in order to predict different measures of acquisition performance necessitating the reassessment of the underlying theoretical foundations and calling for integration of the theories from various field in order to enhance our understanding of M&A performance (King, Wang, Samimi, & Cortes, 2020).
HRM challenges in cross-cultural collaborations: Editorial
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Created on 11/6/2023
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Additional Information
- Publication
- Human Resource Management Review, 31(3)
- Language: English
- Date: 2021
- Keywords
- human resources, management review, merger and acquisition