Audrey Rouzies

TL;DR: In this article, the authors attempt to take stock of, and synthesize, the findings from research on sociocultural and human resources integration in M&A, to identify conflicting perspectives and unresolved questions as well as several underresearched areas, and then use their analyses to propose an agenda for the next stage of research in this field.

TL;DR: The field of M&A has been a hot topic in recent years as mentioned in this paper, with an emphasis on themes, methods, levels of analysis and units of analysis, literatures and theoretical lenses.

TL;DR: In this article, the authors examined the post-acquisition integration process in a company faced with an unanticipated drop in demand due to the global economic crisis and found that integration is embedded in a set of co-evolving processes.

TL;DR: This longitudinal, qualitative study explores how preexisting embedded relationships shape boundary-spanning actions in the postacquisition integration process and challenges the classical conception of relational inertia as a path-dependent hindrance.

TL;DR: In this article, a longitudinal and mixed method design has been used to gather both quantitative and qualitative data through three rounds of data collection, and the results show that identification with the previous organization, perception of opportunity, sense of belongingness to the dominant organization, and interaction intensity are significant factors explaining identification with a merger.