Overview
- Provides solutions to increasing employee motivation and attitudes, in order to enhance the chances of successful acquisition outcomes
- Explores a fresh perspective on the management of mergers and acquisitions, focusing on the relevance of employee emotion
- Includes relevant, real life and concrete examples and practices for managing socio-cultural integration
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Table of contents (6 chapters)
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Front Matter
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Back Matter
Keywords
About this book
Taking a fresh and much-needed perspective on the management of international acquisitions, this book focuses on socio-cultural integration, and in particular the importance of emotions and values. The authors build on the human-centric and typically Nordic approach to mergers and acquisitions by presenting rich empirical cases of cross-border acquisitions conducted by leading Nordic multinationals. This book goes beyond merely stating that successful human integration leads to sociocultural convergence and presents how this can actually be accomplished. The authors offer theoretical approaches and practical solutions which have the potential of improving employee motivation and well-being, and in doing so, ultimately enhancing the chances of successful acquisition outcomes. Providing concrete examples of successful practices for managing socio-cultural integration and facilitating employee commitment, this book will appeal to both scholarly and practitioner audiences.
Reviews
“Creating value from acquisition integration remains challenging. This book tackles this issue in a convincing way, relying on new insights provided by the Nordic approach of integration. Read it if you want to increase your knowledge of human integration management.” (Philippe Very, Professor at Edhec Business School, France)
“The importance of creating a combined culture and common set of values within integrating companies is often neglected. This book serves as a perfect guide for focussing on the softer side of mergers and acquisitions.” (Sam Forsbom, Vice President, Value creation and integration office, DellEMC Inc.)
“In a multinational company an integration process is always ongoing somewhere in the organization. Successful large-scale post-acquisition integration requires a lot of preparation and transparent communication to manage the uncertainty. One of the key points is not to get disctracted. Companiesdo not have feelings, but people do, and they need to be managed.” (Panu Routila, CEO, Konecranes)
“In this volume, Johanna Raitis, Riikka Harikkala-Laihinen, Mélanie E. Hassett and Niina Nummela add two essential missing ingredients to what have become known as the "Nordic" model of M&As: emotions and values. As such, this volume should serve to advance our understanding of M&As, which continue to define the shape of business activity across the world.” (Neal Ashkanasy, Professor of Management at the UQ Business School at the University of Queensland, Australia)
Editors and Affiliations
About the editors
Johanna Raitis is a Postdoctoral Researcher at the University of Turku, Finland.
Riikka Harikkala-Laihinen is a doctoral candidate in the School of Economics at the University of Turku, Finland.
Mélanie E. Hassett is a lecturer in International Business in the Management School of Sheffield University, UK.
Niina Nummela is Professor in International Business in the School of Economics at the University of Turku, Finland.
Bibliographic Information
Book Title: Socio-Cultural Integration in Mergers and Acquisitions
Book Subtitle: The Nordic Approach
Editors: Johanna Raitis, Riikka Harikkala-Laihinen, Mélanie E. Hassett, Niina Nummela
DOI: https://doi.org/10.1007/978-3-319-74341-7
Publisher: Palgrave Pivot Cham
eBook Packages: Business and Management, Business and Management (R0)
Copyright Information: The Editor(s) (if applicable) and The Author(s) 2018
Hardcover ISBN: 978-3-319-74340-0Published: 19 April 2018
eBook ISBN: 978-3-319-74341-7Published: 10 April 2018
Edition Number: 1
Number of Pages: XXV, 127
Number of Illustrations: 11 b/w illustrations
Topics: International Business, Project Management, Organization, Employee Health and Wellbeing, Human Resource Development