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An extensive body of literature has investigated financial and strategic variables as predictors of mergers and acquisitions (M&A) performance without finding clear relationships. The literature does not investigate remedies for conflicts in M&A. This paper aims to develop a knowledge-based theory of M&A integration, drawing upon research on HR practices in M&A, the resource-based view of the firm, and international management. The study also explores the critical differences between acquirers from various countries in the way in which human resources are managed during cross-cultural conflict situations, and tests the relationships between HR practices and post-merger performance in multiple countries. The findings show that there is no clear best practice to address the conflict situation and enhance M&A performance. Keywords cross-cultural conflict, HR practices, post-merger integration To acquire or not to acquire is not the only question.

The purpose of this paper is to test the construct validity of the measurement model of Schein's Career Orientation Inventory (1990) where entrepreneurship and creativity constitute two separate constructs. Design A fairly representative sample of 1,847 Israeli working adults completed Schein's Career Anchor Inventory (COI) questionnaire. The data was subjected to confirmatory factor analysis to compare the fit of the proposed nine-construct model to Schein's eight Findings The findings demonstrate that a) the proposed nine-construct model of the COI, which distinguishes between Entrepreneurship and Creativity constructs has a better fit than the eight-construct model. b) The nine-construct model has convergent and discriminant validity and unidimensionality. Value The study's contributions are threefold: first, it generally supports Schein's Career Anchor Theory, yet, with nine anchors rather than with the original eight; second, it confirms the distinction between entrepreneurship and creativity; and third, it highlights the need to rephrase several existing items, and add new ones. The suggested changes and the conceptual framework of the nine-anchor model will make the COI a more valid and reliable instrument, both for theory-building, as well as for practical and diagnostic use by career counselors.

Performance management is an important managerial tool that directs employees'goals and behavior toward the organization's strategic goals. This article focuses on simulation-based training in performance management systems. The simulation developed at the School of Business Administration of the College of Management in Israel is based on a typical life insurance firm.It is designed to promote understanding of the process of performance management. The simulation involves assessing performance of supervisors using multirater assessment and an organizational Balanced Scorecard. Student feedback showed that the simulation significantly enhanced the effectiveness of the performance-management teaching program. Downloaded from Teaching MBA students presents a special challenge. Most students want to study a variety of management areas through a practical approach geared toward applying the acquired knowledge in a realistic work environment. A combination of an experiential approach and lectures enables students to examine the process of business decision making in a practical manner and enhances their ability to apply concepts and tools presented in class (e.g.,

PurposeThe purpose of this paper is to examine the effects of international expansion on the sales volumes of large‐scale retailers.Design/methodology/approachSales data of 200 largest retailers from around the world reported in the 2004 Deloitte “Global Retail Power” survey were analyzed with regression analyses.FindingsIt was found that: even though internationalization makes a positive contribution to retailers' sales volumes its impact is small; this effect is not impacted by the moderating factor of the degree of retailer specialization along product lines; while another moderating factor, namely the identity of the retailer's country of origin, does make a difference.Research limitations/implicationsThe research methodology and the nature of the data precluded the use of more “soft” measures such as measures of managerial cognitions, perceptions and attitudes to analyze their impact on the effectiveness of internationalization for retailers. The research used cross‐sectional data and further research should compare results in additional time points to capture the possible dynamic changes in this industry.Practical implicationsRetailers seeking to expand their sales volumes should not rely too much on internationalization but consider also other strategic options. They should therefore analyze carefully whether large investments in overseas operations are justified. This is particularly relevant for US retailers.Originality/valueThis paper focuses on the issue of internationalization as a viable retail strategy to achieve larger sales volumes. The study reaches its conclusions on the basis of an analysis of data from a large population of diverse, domestic‐only and international retailers from around the world from different sectors and countries of origin, who – the international retailers – operate in different countries.