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Chapter 1. International mergers and acquisitions performance revisited - the role of cultural distance and post-acquisition integration approach -- Inconsistent effects on M&A performance -- Post-acquisition integration approaches - a revisited framework -- Cultural dimensions, post-acquisition integration approaches and M&A performance -- Conclusion -- References -- Chapter 2. Organizational identification and cultural differences: Explaining employee attitudes and behavioral intentions during postmerger integration -- Introduction -- Organizational culture and organizational identity -- Organizational culture and identification in an M&A context -- Data and methods -- Findings -- Discussion and conclusions -- Notes -- References -- Appendix. Multi-item survey constructs -- Chapter 3. The value of stories in understanding the past and shaping the future in merged organizations -- Introduction -- The role of culture -- Assessing cultural differences and similarities -- Increasing employee involvement -- The enterprise autobiography -- The application and process - the BSI case -- References -- Chapter 4. Transitional governance: A critical review of implicit process assumptions -- Introduction -- Transitional governance: A state of the art -- Transitional governance processes -- Transitional governance: a future research agenda -- Conclusions -- Note -- References -- Chapter 5. Computationally modeling the effect of organizational complexity on post-merger integration -- Introduction -- Computational modeling -- Organizational complexity -- The effect of organizational complexity on post-merger integration -- Future directions -- Final comments -- Acknowledgments -- Note -- References -- Chapter 6. Measuring performance in technology-driven M&AS: Insights from a literature review -- 1. Introduction -- 2. Methodology -- 3. Findings -- 4. Discussion -- References -- Chapter 7. Acquisitions in the Chinese real estate industry and the two-stage privatization process -- Introduction -- SOEs in China’s real estate industry -- Conceptual background -- Empirical context: China’s real estate industry -- Methodology -- Analysis -- Concluding remarks -- Note -- References -- Chapter 8. Subsidiary brands as a resource and the redistribution of decision-making authority following acquisitions -- Introduction -- Literature review -- Methodology -- Heineken’s overall (de)centralization policy -- Three case studies -- Discussion and conclusion -- References -- Front cover -- Advances in mergers and acquisitions -- Copyright page -- Contents -- List of contributors -- Introduction -- References -- .