PL EN


2013 | 6(95) HRD (Rozwój zasobów ludzkich) | 49-66
Article title

Rola strategii rozwoju zasobów ludzkich w przejęciach międzynarodowych: amerykańskie i indyjskie kultury organizacji i ich wpływ na proces akulturacji

Authors
Content
Title variants
EN
HRD’s role in cross-border acquisition acculturation: a case study of US and Indian organizational culture and its impact on acculturation
Languages of publication
EN PL
Abstracts
EN
This paper examines how Human Resource Development (HRD) influences organizational culture in the acculturation process of cross-border acquisitions. Acculturation is defined as the process of developing a shared organizational culture of two organizations during a cross-border acquisition. The acquisition of a 30-year-old, well established family-owned business in India by a relatively new, ten-year-old American firm provides the focus for the research. A qualitative approach was used incorporating on-site interviews and observations at locations in the United States and India, and analysis of archival data and documentation. The findings of this study indicate that, among other factors, an organizational culture focused on the training and development of employees on the part of the acquiring organization, as well as an organizational culture which has the desire to learn and grow on the part of the acquired organization, are key factors to successful acculturation in cross-border acquisitions.
PL
Niniejszy artykuł opisuje sposób, w jaki proces rozwoju zasobów ludzkich wpływa na kulturę organizacji w procesie akulturacji podczas przejęć międzynarodowych, czyli tworzenia wspólnej kultury organizacyjnej dwóch organizacji połączonych w wyniku przejęcia międzynarodowego. W przeprowadzonym badaniu skoncentrowano się na przypadku przejęcia 30-letniej firmy rodzinnej o ugruntowanej pozycji rynkowej w Indiach przez stosunkowo nową, 10-letnią firmę amerykańską. W badaniu zastosowano podejście jakościowe z wykorzystaniem wywiadów i obserwacji przeprowadzonych w obu firmach (w USA i Indiach) oraz analizy archiwalnych danych i dokumentów. Wyniki pokazują, że kluczowymi czynnikami warunkującymi udany proces akulturacji w przejęciach międzynarodowych są: kultura organizacji przejmującej koncentrująca się na szkoleniach i rozwoju pracowników oraz kultura organizacji przejmowanej, która chce się uczyć i rozwijać
Year
Pages
49-66
Physical description
Document type
article
Dates
published
2013-12-15
Contributors
  • Education and Human Resource Development, Texas A&M (TAMU), rrhurst@vcu.edu
References
  • Adler N. (2008), International Dimensions of Organizational Behavior, 5th Edition, Mason, Ohio, Thomson Higher Education.
  • Andrews T. and Chompuri N. (2005), “Temporal Dynamics of Crossvergence: Institutionalizing MNC Integration Strategies in Post–Crisis ASEAN,” Asia Pacific Journal of Management, 22, 5–22.
  • Anonymous (2013), UNCTAD (January 27, 2013), retrieved from https://www.unctad.org.
  • Birkinshaw J., Bresman H., and Hakanson L. (2000), “Managing the Post–Acquisition Integration Process: How the Human Integration and Task Integration Processes Interact to Foster Value Creation,” Journal of Management Studies, 37 (3), 395–425.
  • Bjorkman I., Stahl G., and Vaara E. (2007), “Cultural Differences and Capability Transfer in Cross–Border Acquisitions: The Mediating Roles of Capability Complementarity, Absorptive Capacity, and Social Integration,” Journal of International Business Studies, 38, 658–672.
  • Boyatis R. (1998), Transforming Qualitative Information, Thousand Oaks, California, Sage Publications.
  • Buono A. F. and Bowditch J. L. (1989), The Human Side of Mergers and Acquisitions: Managing Collisions between People, Cultures, and Organizations, San Francisco, Jossey–Bass Publishers.
  • Cartwright S. (1998), “International Mergers and Acquisitions: The Issues and Challenges,” in C. Gertsen, A. M. Soderberg, and J. E. Torp (Editors), Cultural Dimensions of International Mergers and Acquisitions (pp. 5–15), Berlin, Walter de Gruyter GmbH and Co.
  • Cartwright S. and Cooper C. (1996), Managing Mergers, Acquisitions, and Strategic Alliances: Integrating People and Cultures, Oxford, Butterworth–Heinemann Ltd.
  • Cartwright S. and Schoenberg R. (2006), “Thirty Years of Mergers and Acquisitions Research: Recent Advances and Future Opportunities,” British Academy of Management, 17, S1–S5.
  • Chalofsky N. (1990), “Professionalization Comes from Theory and Research: The Why Instead of the How to,” in R. W. Rowden (Editor), Workplace Learning: Debating Five Critical Questions of Theory and Practice (51–56), San Francisco, Jossey–Bass.
  • Creswell J. (2003), Research Design: Qualitative, Quantitative, and Mixed Methods Approaches, 2nd Edition, Thousand Oaks, California, Sage Publications.
  • Dickson M., Aditya R., and Chhokar J. (2000), “Definition and Interpretation in Cross–Cultural Organizational Culture Research,” in N. Ashkanasy, Wilderom, and Peterson (Editors), Handbook of Organizational Culture and Climate (pp. 447–464), Thousand Oaks, California, Sage Publications.
  • Gilley J. and Eggland S. (1989), Principles of Human Resource Development, Cambridge, Massachusetts, Perseus.
  • Forstmann S. (1998), “Managing Cultural Differences in Cross–Cultural Mergers and Acquisitions,” in C. Gertsen, A. M. Soderberg, and J. E. Torp (Editors), Cultural Dimensions of International Mergers and Acquisitions (pp. 57–83), Berlin, Walter de Gruyter GmbH and Co.
  • Gerdes J., Strottman F, and Pakshalika J. (2011), “Post Merger Integration: Hard Data, Hard Truths,” Deloitte Review, 6, 71–83.
  • Goulet P. and Schweiger D. (2006), “Managing Culture and Human Resources in Mergers and Acquisitions, in G. Stahl, and I. Bjorkman,” (Editors), Handbook of Research in International Human Resource Management (pp. 405–429), Cheltenham, United Kingdom, Edward Elgar.
  • Hatch M. (1993), “The Dynamics of Organizational Culture,” Academy of Manage¬ment Review, 18(4), 657–693.
  • HayGroup (2008), Mergers and Acquisitions, retrieved from www.haygroup.com/ww/Issues/index.asp?id=602.
  • Hofstede G., Neuijen B., Ohayv D., and Sanders, G. (1990), “Measuring Organizational Cultures: A Qualitative and Quantitative Study across Twenty Cases,” Administrative Science Quarterly, 35 (2), 286–316.
  • Huang C. and Kleiner B. (2004), “New Developments Concerning Managing Mergers and Acquisitions,” Management Research News, 27(4/5), 54–62.
  • Jons I., Froese F., and Pak Y. (2007), “Cultural Changes during the Integration Process of Acquisitions: A Comparative Study between German and German–Korean Acquisitions,” International Journal of Intercultural Relations, 31, 591–604.
  • Kavanaugh M. and Ashkanasy N. (2006), “The Impact of Leadership and Change Management Strategy on Organizational Culture and Individual Acceptance of Change During a Merger,” British Academy of Management, 17, S81–S103.
  • Khilji S. (2002), “Modes of Convergence and Divergence: An Integrative View of Multinational Practices in Pakistan,” International Journal of Human Resource Management, 13 (2), 232–253.
  • King D., Dalton D., Daily C., and Covin J. (2004), “Meta–Analyses of Post–Acquisition Performance: Indications of Unidentified Moderators,” Strategic Management Journal, 25, 187–200.
  • Larsson R. and Finkelstein S. (1999), “Integrating Strategic, Organizational, and Human Resource Perspectives on Mergers and Acquisitions: A Case Survey of Synergy Realization,” Organization Science, 10 (1), 1–26.
  • Larsson R. and Lubatkin M. (2001), “Achieving Acculturation in Mergers and Acquisitions: An International Case Survey,” Human Relations, 54 (12), 1573–1607.
  • Laurent A. (1983), “The Cultural Diversity of Western Conceptions of Management,” International Studies of Management and Organization, Vol. 13, No. 1/2, Cross–Cultural Management II, Empirical Studies, Spring – Summer, 1983 (pp. 75–96), M. E. Sharpe, Inc., Article Stable URL: http://www.jstor.org/stable/40396954.
  • Lincoln Y. and Guba E. (1985), Naturalistic Inquiry, Newberry Park, California, Sage Publications.
  • Marks M. and Mirvis P. (2011), “Merge Ahead: A Research Agenda to Increase Merger and Acquisition Success,” Journal of Business Psychology, 26, 161–168.
  • Marquardt M., Berger N., and Loan P. (2004), HRD in the Age of Globalization, New York, Basic Books.
  • Martin J. (2002), Organizational Culture: Mapping the Terrain, Thousand Oaks, California, Sage Publications.
  • McGaughey S. and De Cieri H. (1999), “Reassessment of Convergence and Divergence Dynamics: Implications for International HRM,” The International Journal of Human Resource Management, 10 (2), 235–250.
  • McIntyre T. (2004), “A Model of Levels of Involvement and Strategic Roles of Human Resource Development (HRD) Professionals as Facilitators of Due Diligence and the Integration Process,” Human Resource Development Review, 3 (2), 173–182.
  • McLagan P. (1989), “Systems Model 2000: Matching Systems Theory to Future HRD Issues,” in D. B. Gradous (Editor), Systems Theory Applied to Human Resource Development, Alexandria, Virginia, ASTD Press, 61–82.
  • McLean G. and McLean L. (2001), “If We Can’t Define HRD in One Country, How Can We Define It in an International Context?,” Human Resource Development International, 4(3), 313–326.
  • Miles M. and Huberman A. M. (1994), Qualitative Data Analysis, 2nd Edition, Thou¬sand Oaks, California, Sage Publications.
  • Morosini P., Shane S., and Singh H. (1998), “National Cultural Distance and Cross–Border Acquisition Performance,” Journal of International Business Studies, 29 (1), 137–158.
  • Nahavandi A. and Malekzadeh A. (1988), “Acculturation in Mergers and Acquisitions,” Academy of Management Review, 13 (1), 79–90.
  • Nadler L. and Nadler Z. (1989), Developing Human Resources, San Francisco, Jossey–Bass.
  • Olie R. (1994), “Shades of Culture and Institutions in International Mergers,” Organization Studies, 15(3), 381–405.
  • Patton M. (2002), Qualitative Research and Evaluation Methods, 3rd Edition, Thousand Oaks, California, Sage Publications.
  • Pothukuchi V., Damanpour F., Choi J., Chen C., and Park S. (2002), “National and Organizational Culture Differences and International Joint Venture Performance,” Journal of International Business Studies, 33 (2), 243–265.
  • Ralston D. (2008), “The Crossvergence Perspective: Reflections and Projections,” Journal of International Business Studies, 39, 27–40.
  • Ralston D., Hol, D., Terpstra R., and Yu K. (1997), “The Impact of National Culture and Economic Ideology on Managerial Work Values: A Study of the United States, Russia, Japan, and China,” Journal of International Business Studies, 28 (1), 177–207.
  • Rao, T. and Varghese, S. (2009), “Trends and Challenges of Developing Human Capital in India,” Human Resource Development International, 12 (1), 15–34.
  • Sarala R. and Vaara E. (2010), “Cultural Differences, Convergence, and Crossvergence as Explanations of Knowledge Transfer in International Acquisitions,” Journal of International business Studies, 41 (8), 1365–1390.
  • Schein E. (2004), Organizational Culture and Leadership, 3rd Edition, San Francisco, Jossey–Bass.
  • Singh K. (2003), “The Effect of Human Resources Practices on Firm Performance in India,” Human Resources Development International, 6 (1), 101–116.
  • Sliburyte L. (2005), “The Impact of Differences in National Cultures on Mergers and Acquisitions,” Organization Vadyba, 33, 197–209.
  • Smith R. (1990), The Dictionary for Human Resource Development, Alexandria, Virginia, ASTD Press.
  • Stahl G., Mendenhall M., and Weber Y. (2005), “Research on Sociocultural Integration in Mergers and Acquisitions,” in G. Stahl, and M. Mendenhall (Editors) Mergers and Acquisitions: Managing Culture and Human Resources (pp. 401–411), Stanford, California, Stanford University Press.
  • Stahl G. and Voigt A. (2003), “Meta–Analyses of the Performance Implications of Cultural Differences in Mergers and Acquisitions: Integrating Strategic, Financial, and Organizational Perspectives,” INSEAD Working Paper Series, retrieved from www.INSEAD.org.
  • Stahl G. and Voigt A. (2008), “Do Cultural Differences Matter in Mergers and Acquisitions? A Tentative Model and Examination,” Organization Science, 19(1), 160–176.
  • Swanson R. (1995), “Human Resource Development: Performance Is the Key,” Human Resource Development Quarterly, 62 (2), 207–213.
  • Swanson R. and Holton E. (2009), Foundations of Human Resource Development, San Francisco, California, Berrett–Koehler Publishers.
  • Veiga J., Lubatkin M., Calori R., and Very, P. (2000), “Measuring Organizational Cul¬ture Clashes: A Two–Nation Post–Hoc Analysis of a Cultural Compatibility Index,” Human Relations, 53(4), 539–557.
  • Weber Y. (2000), “Measuring Cultural Fit in Mergers and Acquisitions,” in N. Ashkanasy, C.PO.M. Wilderom, and M. Peterson (Editors), Handbook of Organizational Culture and Climate (pp. 309–322), Thousand Oaks, California, Sage Publications.
  • Zhu Z. and Huang H. (2007), “The Cultural Integration in the Process of Cross–Border Mergers and Acquisitions,” International Management Review, 3 (2), 40–44.
Notes
PL
To jest polskie tłumaczenie tekstu, który ukazał się w papierowym wydaniu anglojęzycznego numeru HRM(ZZL)_2013_6(95); wersja polska numeru opublikowana została na bezpłatnej płycie CD
Document Type
Publication order reference
Identifiers
ISSN
1641-0882
YADDA identifier
bwmeta1.element.desklight-4a4b505c-8db3-493f-aba3-13e3cfaf2aad
JavaScript is turned off in your web browser. Turn it on to take full advantage of this site, then refresh the page.