Works matching AU Angwin, Duncan
Results: 20
From Fit to Fitting: A routine dynamics perspective on M&A synergy realization.
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- Organization Studies, 2023, v. 44, n. 9, p. 1465, doi. 10.1177/01708406221148324
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Introduction to the Special Issue. 'Connectivity' in Merging Organizations: Beyond Traditional Cultural Perspectives.
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- Organization Studies, 2005, v. 26, n. 10, p. 1445, doi. 10.1177/0170840605057066
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HOW THE MULTIMEDIA COMMUNICATION OF STRATEGY CAN ENABLE MORE EFFECTIVE RECALL AND LEARNING.
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- Academy of Management Learning & Education, 2019, v. 18, n. 4, p. 527, doi. 10.5465/amle.2018.0066
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Changing Sub-Unit Boundaries During a Merger.
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- Irish Journal of Management, 2003, v. 24, n. 1, p. 194
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Acquiring poorly performing companies during a recession.
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- Journal of General Management, 2012, v. 38, n. 1, p. 1, doi. 10.1177/030630701203800101
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Problematizing Strategic Alliance Research: Challenges, Issues and Paradoxes in the New Era.
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- International Journal of Management Reviews, 2024, v. 26, n. 1, p. 3, doi. 10.1111/ijmr.12353
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How communication approaches impact mergers and acquisitions outcomes.
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- International Journal of Human Resource Management, 2016, v. 27, n. 20, p. 2370, doi. 10.1080/09585192.2014.985330
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The Dynamics of Organizational Autonomy: Oscillations at Automobili Lamborghini.
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- Administrative Science Quarterly, 2022, v. 67, n. 3, p. 721, doi. 10.1177/00018392221091850
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Sociocultural Integration in Mergers and Acquisitions: Unresolved Paradoxes and Directions for Future Research.
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- Thunderbird International Business Review, 2013, v. 55, n. 4, p. 333, doi. 10.1002/tie.21549
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Critical Success Factors through the Mergers and Acquisitions Process: Revealing Pre- and Post-M&A Connections for Improved Performance.
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- Thunderbird International Business Review, 2013, v. 55, n. 1, p. 13, doi. 10.1002/tie.21521
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The future shape of strategy: Lemmings or chimeras?
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- Academy of Management Executive, 2004, v. 18, n. 2, p. 21, doi. 10.5465/AME.2004.13837454
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Autonomy as a Strategic Dial: A DYNAMIC FRAMEWORK FOR MANAGING ACQUIRED SUBSIDIARIES.
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- California Management Review, 2024, v. 66, n. 3, p. 47, doi. 10.1177/00081256241238054
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Connecting Up Strategy: ARE SENIOR STRATEGY DIRECTORS A MISSING LINK?
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- California Management Review, 2009, v. 51, n. 3, p. 74, doi. 10.2307/41166494
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HRM issues and outcomes in African mergers and acquisitions: a study of the Nigerian banking sector.
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- International Journal of Human Resource Management, 2012, v. 23, n. 14, p. 2874, doi. 10.1080/09585192.2012.671509
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Does changing contexts affect linkages throughout the mergers and acquisition process? A multiphasic investigation of motives, pre‐ and post‐acquisition and performance.
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- Strategic Change, 2020, v. 29, n. 2, p. 149, doi. 10.1002/jsc.2318
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Firm Performance and the Evolution of Cooperative Interfirm Networks: UK Venture Capital Syndication.
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- Strategic Change, 2014, v. 23, n. 1/2, p. 107, doi. 10.1002/jsc.1963
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Venture capital syndication and its causal relationship with performance outcomes.
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- Strategic Change, 2010, v. 19, n. 5/6, p. 195, doi. 10.1002/jsc.870
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The management buy-out arena: differential slip in a tripartite alliance?
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- Strategic Change, 2002, v. 11, n. 1, p. 7, doi. 10.1002/jsc.577
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Strategic Alliance Research in the Era of Digital Transformation: Perspectives on Future Research.
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- British Journal of Management, 2020, v. 31, n. 3, p. 589, doi. 10.1111/1467-8551.12406
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Multidexterity: Combining Competing Business Models in Transforming Economies.
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- Management & Organization Review, 2021, v. 17, n. 2, p. 282, doi. 10.1017/mor.2020.56
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