Talent management and the HR function in cross-cultural mergers and acquisitions: the role and impact of bi-cultural identity
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.
The file attached to this record is the author's final peer reviewed version.
Citation : Yipeng, L., Vrontis, D., Visser, M., Stokes, P., Smith, S., Moore, N., Thrassou, A., Ashta, A. (2020) Talent management and the HR function in cross-cultural mergers and acquisitions: the role and impact of bi-cultural identity. Human Resource Management Review, 1(1),
ISSN : 1053-4822
Research Institute : Centre for Enterprise and Innovation (CEI)
Peer Reviewed : Yes