Predicting who stays and leaves after an acquisition: a study of top managers in multinational firms

By Jeffrey A. Krug, W. H. Hegarty. 2001

155 citations recorded by the source corpus.

Subfields: Accounting, Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/eeab15a6f151888803a40d22fe94fdc01931eac6

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

In Gender Studies

In Organizational Behavior and Human Resource Management

Citations in the corpus

Merging without alienating: interventions promoting cross-cultural organizational integration and their limitations (2009, methodology): “zational commitment was measured using five items that Lincoln and Kalleberg (1990) had adapted from the Organization Commitment Questionnaire (Mowday, Steers, & Porter, 1979) for use in Japan.”
Assessing the Effects of Mergers and Acquisitions on Firm Performance, Plant Productivity, and Workers: New Evidence from Matched Employer-Employee Data (2010, unknown): “In the management literature, there have been numerous studies of turnover involving top-level managers (“top management teams”) in the aftermath of mergers and acquisitions (Walsh, 1988, 1989; Hambrick and Canella, 1993; Krug and Hegarty, 1997, 2001).”
Critical success factors through the Mergers and Acquisitions process:revealing pre- and post- M&A connections for improved performance (2013, background): “…association between managing executive turnover and company performance (Anslinger et al., 1996), although there is general agreement that top management change is a major feature of the postacquisition phase (Krug & Hegarty, 1997, 2001; Krug & Nigh, 2001; Walsh, 1988; Walsh & Ellwood, 1991).”
Knowledge transfer and cross-border acquisition performance: The impact of cultural distance and employee retention (2016, background): “Several studies have shown that turnover intention of managers at the acquired firms is higher than at firms not engaged in acquisitions (Cannella & Hambrick, 1993; Krug & Hegarty, 1997, 2001).”
Do cross-border acquisitions create value? Evidence from overseas acquisitions by Chinese firms (2016, background): “In addition, retaining key people from the acquired company is much more difficult than retaining the acquirer’s key people (Hofstede et al., 2010; Krug & Hegarty, 2001).”