عملکرد منابع انسانی در مالکیت بین فرهنگی
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عملکرد منابع انسانی در مالکیت بین فرهنگی

عنوان فارسی مقاله: مدیریت استعداد و عملکرد منابع انسانی در ادغام و مالکیت بین فرهنگی: نقش و تأثیر هویت دو فرهنگی
عنوان انگلیسی مقاله: Talent management and the HR function in cross-cultural mergers and acquisitions: The role and impact of bi-cultural identity
مجله/کنفرانس: بررسی مدیریت منابع انسانی - Human Resource Management Review
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت منابع انسانی، مدیریت عملکرد، مدیریت کسب و کار، مدیریت استراتژیک
کلمات کلیدی فارسی: مدیریت منابع انسانی، مدیریت استعداد، افراد دو فرهنگی، بین فرهنگی، ادغام و مالکیت
کلمات کلیدی انگلیسی: HRM، Talent management، Bi-cultural individuals، Cross-cultural، Mergers and acquisitions
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus - Master Journals List - JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.hrmr.2020.100744
دانشگاه: University of Reading, Henley Business School, RG6 6UD, Reading, United Kingdom
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2020
ایمپکت فاکتور: 4/677 در سال 2019
شاخص H_index: 79 در سال 2020
شاخص SJR: 1/661 در سال 2019
شناسه ISSN: 1053-4822
شاخص Quartile (چارک): Q1 در سال 2019
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 12
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
آیا این مقاله مدل مفهومی دارد: دارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: ندارد
کد محصول: E14479
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست انگلیسی مطالب

Abstract


1- Introduction


2- Cross-cultural M&A and the role of the HR function


3- Bi-cultural employees in the cross-cultural M&A context – The role of HRM


4- Bi-cultural talent management within cross-cultural M&a: A spatial and temporal matrix


5- Conclusion


References

نمونه متن انگلیسی مقاله

Abstract


This paper examines bi-cultural talent in relation to human resource management (HRM) practices in cross-cultural merger and acquisitions (M&A). The intersection of HRM, bi-cultural talent management and cross-cultural M&A literature proposes a conceptual framework to capture the complexity of bi-cultural talent management and reveals the dominant macro-characterization of the extant HRM literature focussing on a more micro-orientated perspective. The paper develops a matrix by underlining spatial dimensions (spanning micro-aspects of the individual employee through to the macro-entity of firm and its location in the macro-national cultural context) and temporal dimensions (consisting of pre-merger, during merger and post-merger phases). This provides a template which examines the multi-level dynamics of bi-cultural talent management. The argument identifies ways in which extant cross-cultural lenses require deeper understanding of bi-cultural talent management in M&A settings. Future research directions and agendas are identified.


Introduction


Cross-cultural collaborations - whether strategic alliances, joint venture or mergers and acquisitions (M&A) - can be a rewarding experience for organizations, however, equally, they can also constitute fraught and challenging undertakings (Angwin & Vaara, 2005; Liu, Sarala, Cooper, & Xing, 2017). As a mode of collaborative partnership, M&As have been long employed by many organizations, ranging from small to multinational enterprises in the pursuit of a range of goals, including: rapid domestic and global growth and development (Bagdadli, Hayton, & Perfido, 2014; Graebner, Eisenhardt, & Roundy, 2010); corporate ‘sharks’ acquiring high-tech firms in order to access novel knowledge bases and to ignite innovation (Graebner & Eisenhardt, 2004); emerging market firms venturing into advanced economies (Liu et al., 2017; Liu & Vrontis, 2017); shared mental modes of teams in M&A may facilitate innovation (Dao, Strobl, Bauer, & Tarba, 2017), or, maturing born-global firms utilizing M&A as a lever to survive or precipitate fast growth (Almor, Tarba, & Margalit, 2014). Nevertheless, the consequences of collaborative partnerships for firm performance have been the topic of considerable debate, with many studies reporting high failure rates over a period of time (Cartwright & Cooper, 1992; Graebner, Heimeriks, Huy, & Vaara, 2016; Weber, Tarba, & Öberg, 2014). Much of this work has taken place within what may be described as a ‘macro-’ frame of reference by which it is meant that the work has a tendency to focus on broad conceptualizations of ‘organization’, ‘manager’ and even ‘individual’ (Quah & Young, 2005). Extant work casts these as ‘units’ for analysis, so to speak and perhaps offers less of a ‘lived experience’ – one perhaps dealing with the everyday felt realities of post-M&A contexts (Knights & Willmott, 1999). In counterpoint, there is a nascent literature examining identity and individuals from a more ‘micro-’ or lived experience and identity perceptive in post-M&A settings (Bartels, Douwes, Jong, & Pruyn, 2006; Björkman, Stahl, & Vaara, 2007; Terry, Carey, & Callan, 2001; Xing & Liu, 2016). While this literature on the M&A domain has offered many valuable insights, the ability to predict success through M&A remains poor.

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