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Talent management and the HR function in cross-cultural mergers and acquisitions: The role and impact of bi-cultural identityLiu, Yipeng; email: Y.Liu@Henley.ac.uk; Vrontis, Demetris; email: email@example.com; Visser, Max; email: firstname.lastname@example.org; Stokes, Peter; email: email@example.com; Smith, Simon; email: firstname.lastname@example.org; Moore, Neil; email: email@example.com; Thrassou, Alkis; email: firstname.lastname@example.org; Ashta, AshokAbstract 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.