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Impact of M&As on organizational performance: The moderating role of HRM centrality

dc.contributor.authorCorreia, Manuela Faia
dc.contributor.authorCunha, Rita Campos e
dc.contributor.authorScholten, Marc
dc.date.accessioned2013-09-11T15:12:03Z
dc.date.available2013-09-11T15:12:03Z
dc.date.issued2013
dc.description.abstractIn this study, we examine how the effects of mergers and acquisitions on organizational performance are moderated by human resource management (HRM) centrality. We differentiate three types of ownership change: mergers, bidder, and target acquisitions. The study is anchored on the literatures addressing strategic human resource management and strategic contingencies of intra-organizational power. In an analysis of the data from the 2005 Cranet survey, results showed that (i) formalization attenuated a positive impact of bidder acquisitions and aggravated a negative impact of mergers on performance, but (ii) HRM strategic involvement and centralization of HRM practices boosted a positive impact of bidder acquisitions on performance. The study offers new insights about the role of HRM centrality, and suggests that mergers and acquisitions should be studied as differentiated ownership change processes.por
dc.identifier.citationEuropean Management Journal, 31, 323-332por
dc.identifier.issn0263-2373
dc.identifier.urihttp://hdl.handle.net/10400.12/2345
dc.language.isoengpor
dc.peerreviewedyespor
dc.publisherElsevierpor
dc.subjectMergers and acquisitionspor
dc.subjectHuman resource management centralitypor
dc.subjectOrganizational performancepor
dc.titleImpact of M&As on organizational performance: The moderating role of HRM centralitypor
dc.typejournal article
dspace.entity.typePublication
oaire.citation.conferencePlaceNew Yorkpor
oaire.citation.endPage332por
oaire.citation.startPage323por
oaire.citation.titleEuropean Management Journalpor
oaire.citation.volume31por
rcaap.rightsembargoedAccesspor
rcaap.typearticlepor

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