Cary L. Cooper

Sue Cartwright

Susan Cartwright

This practical book offers the HR professional guidance on the people issues involved in the process of mergers and aquisitions. Topics include: HRM; influencing the decision to merge; establishing effective communications; handling job insecurity, pay and benefits; the four R's - re-selection, redundancy, early retirement and relocation; support systems and counselling; creating a new corporate culture; and establishing new roles and training.

HR Know-how in Mergers and Acquisitions

Cary Cooper

P. Christopher Earley

This is the first truly international book on the subject of culture and climate in organizational behavior. It has enormous breadth in terms of content, contributions and balance. Subjects range as follows: * conceptual issues * research methods * implications for individuals and organizations * the relationship between culture, strategy and change * culture in the future The reputation of the Editors, Associate Editors and contributors is both stellar and international. Let this book be the definitive work in the area.

The International Handbook of Organizational Culture and Climate

Mergers, acquisitions, and alliances continue to be almost an everyday feature of the contemporary business scene, yet at least half prove to be unsuccessful. The authors show the contribution that psychology can make to our understanding of the merger phenomena - how it affects organizational performance, and how it affects the managers and employees involved. Mergers, Acquisitions and Strategic Alliances is intended as a guide to successful organizational marriage. Great emphasis is placed on the issue of cultural compatibility as it concerns partner selection, integration practices and venture outcomes. The book also focuses on cross-national mergers, acquisitions and joint ventures. With the increasing economic activity within the European Union and between the unions of other countries, there is a need to know more about the corporate and national cultures in these strategic alliances. The authors have drawn upon an extensive body of research based on recent cases in a wide cross section of industries across Europe. The book is unique in showing the actual effect mergers and acquisitions have on people, and consequently on the performance of the 'new' organization. It will be particularly relevant for decision makers - those who are involved in planning and implementing a large organizational change, and those responsible for ensuring successful integration afterwards. It would also be extremely useful for postgraduate management students, personnel executives and management consultants.

Sue Cartwright

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