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 - experiences from students in numerous international locations, with diverse study questions, counting on various theoretical views. this kind of vast, and inclusive, method of mergers and acquisitions isn't really simply replicated in educational journals, with a lot narrower mandates and metrics. The collections released every year offer leading edge rules by way of prime students on an international scale. Doing so not just broadens the questions being studied, but additionally is helping researchers give some thought to the inter-relationships between various views. within the bottom line, tips on how to construct figuring out round a subject as diffuse as mergers and acquisitions is to be either integrative, and expansive, in collection of learn questions and theoretical underpinnings. "Advances in Mergers and Acquisitions" bargains this certain point of view, now not simply stumbled on in other places, that would aid students take into consideration mergers and acquisitions in new methods, development our wisdom base in this serious subject.
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Extra info for Advances in Mergers and Acquisitions, Volume 8
19. 18. 17. 16. 15. 14. 13. 5. 6. 7. 8. 9. 10. 11. 12. 2. 3. 4. 1. D. 29ÃÃ 3 Descriptive Statistics and Correlations Matrix. 36ÃÃ 1 Table 1. 31 Organizational Identiﬁcation and Cultural Differences Table 2. Results of Regression Analysis for Employee Satisfaction with the Mergera. 92 Notes: The changes in R2 in models 2, 3 and 4 are in comparison with the value in model 1. The coefﬁcients reported are unstandardized estimates. 10. a N ¼ 4394. a result of the merger perceive the merger as less fair.
A. ), Psychology in organizations: The social identity approach (pp. 17–39). London: SAGE. Haslam, S. , & Ellemers, N. (2003). More than a metaphor: Organizational identity makes organizational life possible. British Journal of Management, 14, 357–369. Hatch, M. , & Schultz, M. (1997). Relations between organizational culture, identity and image. European Journal of Marketing, 31, 356–365. Hatch, M. , & Schultz, M. (2000). Scaling the tower of Babel: Relational differences between identity, image, and culture in organizations.
Finally, several control variables are included in the model. Company is a dummy variable for distinguishing the two merged organizations (0 ¼ ‘‘acquiring’’ company and 1 ¼ ‘‘acquired’’ company). Gender is included as a dummy variable (0 ¼ male and 1 ¼ female) because the gender composition of some of the occupational groups varied considerably, and we wanted to avoid spurious effects. Age and tenure, both expressed in years, are two variables that control for individual effects. To operationalize the 28 DAVID KROON ET AL.