7 FURTHER READING
- Cartwright, S. and Cooper, C.L. (1996).Managing mergers, acquisitions, and strategic
alliances: Integrating people and cultures (2nd ed.). Oxford: Butterworth and
Heinemann.
Written by two psychologists, this is one of the best books on the cultural and human resource
management aspects of M&A. It covers a wide range of M&A issues such as cultural compatibility,
partner selection, integration approaches, and sources of employee stress following M&A. - Child, J., Faulkner, D. and Pitkethly, R. (2001).The management of international acquisitions.
Oxford: Oxford University Press.
Excellent summary of the M&A issues, targeted both towards academics and managers based on
research on acquisition by foreign companies in the UK. Three areas explored in detail are a review of
key management challenges, which post-acquisition practices lead to better performance, and whether
national management style can survive an international acquisition. - Haspeslagh, P.C. and Jemison, D.B. (1991).Managing acquisitions: Creating value through
corporate renewal. New York: The Free Press.
Written for academics as well as executives, this book introduces a well-known model of the post-
acquisition integration process. Although the primary focus is on the business aspects of determining
M&A value drivers, the book is highly relevant to those interested in the human resource management
aspects of M&A. Perhaps the most influential book on M&A management. - Marks, M.L. and Mirvis, P.H. (1998).Joining forces: Making one plus one equal three in
mergers, acquisitions, and alliances. San Francisco: Jossey-Bass.
Popular and useful book on human resource management aspects of M&A. Targeted more towards
practitioners than academics (both authors have extensive consulting experience), this book contains
numerous mini-cases and best practice examples. - Morosini, P. (1998).Managing cultural differences: Effective strategy and execution across
cultures in global corporate alliances. New York: Pergamon.
Well-written book on mergers, acquisitions, and alliances. It describes the results of a study conducted
to test the link between national cultural distance and cross-border acquisition performance. The study
results demonstrate how ‘execution orientation’ – a combination of strategic vision, leadership, com-
munication, and overall execution, is at the heart of successful M&A management.
REFERENCES
Angwin, D. and Savill, B. (1997). Strategic perspectives on European cross-border acquisitions:
A view from top European executives.European Management Journal, 15, 423–435.
110 International Human Resource Management