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- Noorderhaven, Niels
(författare)
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Hermeneutic methodology and international management research
- 2000
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Rapport (övrigt vetenskapligt/konstnärligt)abstract
- International management research seems to be victim of a identity crisis. It is not clear whatmakes international management different enough to regard it a separate research field. Inthis paper it is argued that this has to do with the tendency in international managementresearch to adopt a methodology akin to the logical-empiricism of the natural sciences (theword ‘methodology is used here to refer to the ontological and epistemological assumptionson which research is based). If the challenges formed by the unique character of the field ofinternational management are thought through radically, this leads to a turn away from thelogical-empiricist model, and towards a methodology which does justice to the fundamentalproblems of bridging distance which are typical for international management. This distancecan be of a geographical, social, political, economic, cultural or linguistic nature. The problemof bridging distances exists for practitioners of international management, as well as forresearchers in this field. Hermeneutics, in which the problem of bridging the distance betweenan interpreting subject and the phenomena to be interpreted is given a central position, isdiscussed as a particularly fruitful methodology for international management research. As anexample, a hermeneutic reading of a number of clinical studies of international joint venturesis presented.
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- Stahl, Günter K., et al.
(författare)
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Sociocultural integration in mergers and acquisitions: Unresolved paradoxes and directions for future research
- 2013
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Ingår i: Thunderbird International Business Review. - : Wiley. - 1096-4762 .- 1520-6874. ; 55:4, s. 333-356
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Tidskriftsartikel (refereegranskat)abstract
- Despite decades of research, the key factors for success in mergers and acquisitions (M&As) and the reasons why M&As often fail remain poorly understood. While attempts to explain M&A success and failure have traditionally focused on strategic and financial factors, an emergent field of inquiry has been directed at the sociocultural and human resources issues involved in the integration of acquired or merging firms. This research has sought to explain M&A performance and underperformance in terms of the impact that variables such as cultural fit, management style similarity, the pattern of dominance between merging firms, the acquirer's degree of cultural tolerance, and the social climate surrounding a takeover have on the postmerger integration process. In this article, we attempt to take stock of, and synthesize, the findings from research on sociocultural and human resources integration in M&A, to identify conflicting perspectives and unresolved questions as well as several underresearched areas, and then use our analyses to propose an agenda for the next stage of research in this field. © 2013 Wiley Periodicals, Inc.
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