Talent management and the HR function in cross-cultural mergers and acquisitions: The role and impact of bi-cultural identity
AuthorsLiu, 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
MetadataShow full item record
AbstractAbstract 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.
CitationHuman Resource Management Review, page 100744
DescriptionFrom Elsevier via Jisc Publications Router
History: issue date 2020-01-13
Article version: AM
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