دانلود رایگان مقاله تجربه بین المللی در ترکیب بومی

ABSTRACT

Paralleling the rise of cross-border mergers and acquisitions (M&As) over the last decades, the academic study of the international dimensions and challenges of cross-border M&A has increased. This has led to a conceptual distinction between domestic M&As on the one hand, and cross-border M&As on the other hand. Our two ethnographic case studies on domestic mergers enable us to contradict this wellestablished assumption. We observe domestic mergers to be impacted by cross-border dimensions. These influences bear particular relevance on the merging organizations’ employees’ experience of the merger. In this light, the employee experience is deemed an international vs. domestic one. This leads us to posit that both academics and practitioners engaged with M&As need to bear caution with respect to the established domestic vs. cross-border divide. Our main contribution claims that in a globalized environment, purely domestic M&As are a myth. This finding bears important implications on the practice and theorizing on M&As and international management at large.

5. Discussion

Amid an era of globalization, M&As have developed from an early domestic phenomenon to include an increasing number of international transactions. This has led the academic community to conceptually distinguish between domestic transactions on the one hand, and cross-border transactions on the other hand. This conceptual distinction has been found to hold particularly as regards the strategic, processual and cultural considerations of M&A, whereas its effects on the human side of M&A remain mixed. In this paper, we explored the employee experience in two domestic mergers in Northern Europe – one academic and one industrial merger – using an ethnographic approach. Our findings bear three contributions to the study of M&A.