Talent management and the HR function in cross-cultural mergers and acquisitions: The role and impact of bi-cultural identity

Yipeng Liu, Demetris Vrontis, Max Visser, Peter Stokes, Simon Smith, Neil Moore, Alkis Thrassou, Ashok Ashta

Research output: Contribution to journalArticle

Abstract

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.

Original languageEnglish
Article number100744
JournalHuman Resource Management Review
DOIs
Publication statusAccepted/In press - 1 Jan 2020

Keywords

  • Bi-cultural individuals
  • Cross-cultural
  • HRM
  • Mergers and acquisitions
  • Talent management

Fingerprint Dive into the research topics of 'Talent management and the HR function in cross-cultural mergers and acquisitions: The role and impact of bi-cultural identity'. Together they form a unique fingerprint.

  • Cite this