Ashkenas, R.N. and Francis, S.C. (2000). Integration managers: Special leaders for special
times.Harvard Business Review, November–December, 108–116.
Ashkenas, R.N., DeMonaco, L.J. and Francis, S.C. (1998). Making the deal real: How GE
Capital integrates acquisitions.Harvard Business Review, January–February, 165–178.
Barkema, H.G., Bell, J.H. and Pennings, J.M. (1996). Foreign entry, cultural barriers, and learn-
ing.Strategic Mangement Journal, 17 , 151–166.
Beer, M., Eisenstat, R. and Spector, B. (1990).The critical path to corporate renewal. Boston,
MA: Harvard Business School Press.
Black, J.S., Gregersen, H.B., Mendenhall, M.E. and Stroh, L.K. (1999).Globalizing
people through international assignments.New York: Addison-Wesley Longman.
Bleeke J., Ernst, D., Isono, J. and Weinberg, D.D. (1993). Succeeding at cross-border mergers
and acquisitions. In J. Bleeke and D. Ernst (eds), Collaborating to compete: Using strategic
alliances and acquisitions in the global marketplace. New York: John Wiley.
Bühner, R. (1991).Grenzüberschreitende Zusammenschlüsse deutscher Unternehmen.
Stuttgart: Poeschel.
Buono, A.F. and Bowditch, J.L. (1989).The human side of mergers and acquisitions: Managing
collisions between people, cultures, and organizations. San Francisco: Jossey-Bass.
Cartwright, S. and Cooper, C.L. (1993). The role of culture compatibility in successful organi-
zational marriage.Academy of Management Executive, 7 , 57–70.
Cartwright, S. and Cooper, C.L. (1996).Managing mergers, acquisitions, and strategic
alliances: Integrating people and cultures(2nd ed.). Oxford: Butterworth and Heinemann.
Chatterjee, S., Lubatkin, M.H., Schweiger, D.M. and Weber, Y. (1992). Cultural differences and
shareholder value in related mergers: Linking equity and human capital.Strategic Manage-
ment Journal, 13 , 319–334.
Chaudhuri, S. and Tabrizi, B. (1999). Capturing the real value in high-tech acquisitions.Harvard
Business Review, September–October, 123–130.
Child, J., Faulkner, D. and Pitkethly, R. (2001).The management of international acquisitions.
Oxford: Oxford University Press.
Conference Board (1997). HR challenges in mergers and aquisistions.HR Executive Review, 5(2).
Datta, D.K. (1991). Organizational fit and acquisition performance: Effects of post-acquisition
integration.Strategic Management Journal, 12 , 281–297.
Evans, P., Pucik, V. and Barsoux, J.-L. (2002).The global challenge: Frameworks for inter-
national human resource management. New York: McGraw-Hill.
Hall, P.D. and Norburn, D. (1987). The management factor in acquisition performance.
Leadership and Organization Development Journal, 8 , 23–30.
Haspeslagh, P. and Jemison, D.B. (1991).Managing acquisitions: Creating value through cor-
porate renewal. New York: The Free Press.
Hofstede, G. (1980).Culture’s consequences: International differences in work related values.
Beverly Hills, CA: Sage.
Hunt, J.W. (1990). Changing pattern of acquisition behaviour in takeovers and the
consequences for acquisition processes.Strategic Management Journal, 11 , S. 69–77.
Inkpen, A., Sundaram, A.K. and Rockwood, K. (2000). Cross-border acquisitions of U.S. tech-
nology assets.California Management Review, 42 , 50–71.
HRM in Cross-Border Mergers and Acquisitions 111