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Making the Smithkline Beecham merger work

https://doi.org/10.1002/hrm.3930300105
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What this work says

Outgoing claims: the papers this work cites, builds on, or argues with.

inferredcites →https://doi.org/10.1016/0090-2616(91)90050-jopenalex-snapshot
Creating successful organization change
inferredcites →https://doi.org/10.1177/014920639201800306openalex-snapshot
A Causal Model of Organizational Performance and Change

What points at this work

Incoming claims: where this work appears in other papers’ reference lists and arguments.

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A Disputing Perspective on Post-Merger Integration
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Getting Beyond Culture Clashes: A Process Model of Post-Merger Order Negotiation
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Cohort‐based leadership development for high‐potential employees: A model for programmatic design
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Managerial behaviors and work group climate as predictors of employee outcomes
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Influence behaviors and managerial effectiveness in lateral relations
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Peer interaction in mergers: Evidence of collective rumination
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Reconsidering the Role of HR in M&As: What Can Be Learned From Practice
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Hold the Line: An Examination of Line vs. Staff Differences
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Organization Development and Talent Management: Divergent Sides of the Same Values Equation
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The threat of dis-identification for HR practices: An ethnographic study of a merger
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Theorizing in the qualitative study of mergers & acquisitions
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From promise to compliance: The development of `integrity' at SmithKline Beecham
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The professionalization of organization development: The next step in an evolving field
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The changing world of organization change.
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Exploring practitioner differences in consulting style and knowledge of change management by professional association membership.
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The dynamics of midstream consulting.
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The moderating role of transformational leadership on HR practices in M&A integration
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Organization Development and Change
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Driving Change Through Organizational Surveys
inferred← citeshttps://doi.org/10.1093/oso/9780190939717.003.0022openalex-snapshot
Rediscovering the Art of Surveys for Organization Change
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Using surveys for change: an applied example in a pharmaceuticals organization
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The practice of organization and human resource development in the USA’s fastest growing firms
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Deriving significant factors for managing change in UN
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Without Effort there can be no Change: Reexamining the Impact of Survey Feedback and Action Planning on Employee Attitudes
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Choice Points: The Making of a Scholar-Practitioner
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The Role of Personality in Organization Development: A Multi-Level Framework for Applying Personality to Individual, Team, and Organizational Change
inferred← citeshttps://doi.org/10.1108/s1479-361x20170000016009openalex-snapshot
Getting Beyond Culture Clashes: A Process Model of Post-Merger Order Negotiation
inferred← citeshttps://doi.org/10.1177/0021886310371373openalex-snapshot
Employee Sensemaking in Mergers: How Deal Characteristics Shape Employee Attitudes
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Celebrating the Career of W. Warner Burke: The Very Model of an OD Scientist-Practitioner
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A Causal Model of Organizational Performance and Change
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Organization Change
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Metaphors to Consult by
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Values, Motives, and Interventions of Organization Development Practitioners
inferred← citeshttps://doi.org/10.1177/1059601196211003openalex-snapshot
OD Practitioners as Facilitators of Change
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Organizational Trauma and Change Management
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Organizational Trauma and Change Management
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Analysis of Organizational Culture: A Critical Step in Mergers and Acquisitions
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