This dissertation focuses on the phenomenon of cross-border mergers and acquisitions (M&As). It addresses the research field of process perspective, integration success factors, cross-cultural dilemmas reconciliation, servant leadership, and low-speed integration strategy. A qualitative research method was used to explore the elements regarding the HR integration process among a selected sample of Chinese-Western cross-border acquisitions and how it differs from the traditional role of HR. This research promotes positioning human resources as a leading perspective during the post-M&A integration process. The post-acquisition HR integration process framework developed in this research extracts factors related to the human resource integration process in cross-border post-M&As. It offers a complete, helicopter, and systemic overview of this significant phenomenon. This process approach could be a game-changer in improving the firm performance and, therefore, enhance the successful outcome of the M&A results.
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