With apologies for cross postings. Owing the the clash with the AOM
submissions deadline, we have had a number of requests to extend the
submission deadline for the above special issue. Please note the new
submission deadline is January 27th 2017.
Strategic Alliances, Joint Ventures, and Mergers and Acquisitions In The
Global Context: The Role of Human Resource Management


The frequency and scale of the cross-border strategic alliances, joint
ventures, and mergers and acquisitions (M&As) have significantly increased
during the past two decades in spite of continuous reports on their high
failure rates (e.g., Gomes, Cohen, and Mellahi, 2011; Gomes, Weber, Brown,
and Tarba, 2011; Weber, Tarba, and Oberg, 2013). Recent research studies
show that there are significant differences in institutional environments,
corporate governance practices, and markets between developed economies and
emerging economies, and point to the importance of extending of the
existing knowledge on strategic alliances, joint ventures, and M&A by
examining them in new national and organizational settings (Buckley, Elia,
and Kafouros, 2014; Lebedev, Peng, Xie, and Stevens, 2014).

In this context the existing research evidence suggests that poor human
resource management (HRM) has been a major factor contributing to strategic
alliances, joint ventures, M&A failures (e.g., Angwin, Mellahi, Gomes, and
Peter, 2014; Weber and Tarba, 2014). However, the understanding of the role
of HRM in strategic alliances, joint ventures, and M&As and their
relationship to organizational performance remain partial (Weber, 2012).
Several reviews have pointed out that most of the existing research on
strategic alliances, joint ventures, M&A has not been systematic and linked
to any comprehensive theory, and rarely contains models that are applicable
across different organizational settings (e.g., Gomes, Angwin, Weber, and
Tarba, 2013; Gomes, Weber, Brown, and Tarba, 2011; Haleblian, Devers,
McNamara, Carpenter, and Davison, 2009).

The existing studies on strategic alliances, joint ventures, and M&A have
focused on partner selection (Ahlstrom, Levitas, Hitt, Dacin, and Zhu,
2014; Chand and Katou, 2012), various HRM practices (Cooke, 2006; Cooke and
Huang, 2011; Sarala, Junni, Cooper, and Tarba, 2014), cultural differences
and distance (Dikova and Rao Sahib, 2013; Weber, Tarba, and Reichel, 2011),
multi-stage model of knowledge management (Pak, Ra, and Lee, 2015),
capabilities transfer (Bjorkman, Stahl, and Vaara, 2007), value
appropriation by partners (Contractor and Woodley, 2015), strategic agility
(Junni, Sarala, Tarba, and Weber, 2015; Weber and Tarba, 2014), talent
retention (Zhang, Ahammad, Tarba, Cooper, Glaister, and Wang, 2014),
language differences (Zhu, Xia, and Makino, 2015), multiple post-formation
change processes (Chung and Beamish, 2012), post-acquisition integration
approaches (Weber, Tarba, and Reichel, 2009), and the speed of integration
(Bauer and Matzler, 2014). Furthermore, the effects of HR practices such as
communication in the strategic partnership may vary across countries. For
example, higher communication in several countries has been found to have a
positive effect on M&A, while in other countries it had a negative impact
on M&A (Weber, Rachman-Moore, and Tarba, 2012).

While globalization increases the number of cross-border strategic
alliances, joint ventures, and M&As, research on the role of HRM in these
strategic partnerships remains limited. Clearly, the complexity of global
implementation and operation of strategic alliances, joint ventures, and
M&As requires a sophisticated adaptation of HR strategy and practices,
which gives rise to new questions, relevant to theory, research, and
practice, about the nature and effects of HR practices in these
collaborative agreements. The failure to account for HR issues is
surprising since HRM has the potential to play an important role
during all stages
of the strategic alliances, joint ventures, and M&A.

The goal of this Special Issue is to stimulate scholars to explore how
underlying concepts and methodologies can make an important contribution
towards understanding cross-border strategic alliances, joint ventures, and
M&As and their performance.

We invite papers that focus on the role of HRM in global strategic
alliances, joint ventures, and M&As in both national and international
settings. The complex, widespread and growing phenomenon of strategic
alliances, joint ventures, and M&As will require the incorporation of
multidisciplinary, multi-level and cross-cultural models and analyses. We
encourage both conceptual and empirical contributions that may address, but
are not limited to, the following topics:


   What may be the antecedents, moderators/mediators, and outcomes of
   cross-border strategic alliances, joint ventures, and M&As, and their
   impact on organizational performance?

   How can the organizational context in and from emerging markets and in
   the particular context of the senior management's strategic decisions best
   contribute to the success of cross-border strategic alliances, joint
   ventures, and M&As?

   What skills, competencies, and behaviors do managers and employees need
   to acquire to enable successful cross-border strategic alliances, joint
   ventures, and M&As?

   What may be the impact of strategic agility and ambidexterity on the
   success/failure of cross-border strategic alliances, joint ventures, and

   What may be the impact of emotions and resilience on the success/failure
   of cross-border strategic alliances, joint ventures, and M&As? And may be
   the role of societal culture in shaping these emotions and psychological

   What may be the impact of leadership and trust on the success/failure of
   cross-border strategic alliances, joint ventures, and M&As?

   What may be the value-creating and value-capturing factors and their
   impact on performance of cross-border strategic alliances, joint ventures,
   and M&As?

   What is the impact of corporate culture differences and national culture
   distance on the performance of cross-border strategic alliances, joint
   ventures, and M&As?

   How may post-acquisition integration approaches and speed of integration
   impact on performance of cross-border strategic alliances, joint ventures,
   and M&As?

   What influences target reputation transferability, consumer animosity,
   and customer retention in cross-border strategic alliances, joint ventures,
   and M&As?

   What are the interrelationships between cross-border strategic
   alliances, joint ventures, and M&A and organizational change,
   transformation, and renewal?

   What is the impact of corporate social responsibility and non-market
   strategies on the performance of cross-border strategic alliances, joint
   ventures, and M&As?

This Special Issue seeks to extend the knowledge of the above issues and
beyond. We encourage submissions from a variety of theoretical and
empirical perspectives.

Papers should engage in critique and be thought-provoking. Specifically
prospective submissions are expected to adopt a processual and potentially
contested view of the existing knowledge in the field, emphasize the need
to open-up existing ways of thinking to scrutiny, and in doing so, to
promote new perspectives and interpretations.

We welcome contributions that aim to elucidate existing theories and
enhance our empirical understanding of the dynamic nature of strategic
alliances, joint ventures, and M&As in different parts of the world, as
well as contributions exploring the causal relationships between individual
and organizational performance within the cross-border strategic alliances,
joint ventures, and M&A setting. Studies are encouraged, but not limited,
to addressing the above issues. They may deploy different empirical
methodologies (quantitative, qualitative, or mixed).

Submission process

Authors should submit their manuscripts from November 10, 2016 but no later
than submission deadline of January 27th, 2017, online via the *Journal of
World Business* EVISE submission system at
profile/#/JWB/login.   To ensure that all manuscripts are correctly
identified for consideration for this Special Issue, it is important that
authors select “SI: Strategic Alliances” when they reach the “Article Type”
step in the submission process. Manuscripts should be prepared in
accordance with the *Journal of World Business* Guide for Authors
on the journal web page. All submitted manuscripts will be subject to
the *Journal
of World Business’s* blind review process.

For further information and questions, please contact the lead guest
co-editor Shlomo Tarba by [log in to unmask] who will be in charge of
managing the special issue on behalf of the guest editorial team.


Ahlstrom, D., Levitas, E., Hitt, M. A., Dacin, M. T., and Zhu, H. (2014).
The three faces of China: Strategic alliance partner selection in three
ethnic Chinese economies. *Journal of World Business*, 49, 572-585.

Angwin, D. N., Mellahi, K., Gomes, E., and Peter, E. (2014). How
communication approaches impact mergers and acquisitions outcomes.
Journal of Human Resource Management* (Forthcoming).

Bauer, F., and Matzler, K. (2014). Antecedents of M&A success: The role of
strategic complementarity, cultural fit, and degree and speed of
integration. *Strategic Management* *Journal*, 35(2), 269-291.

Bjorkman, I., Stahl, G. K., and Vaara, E. (2007). Cultural differences and
capability transfer in cross-border acquisitions: the mediating roles of
capability complementarity, absorptive capacity, and social
integration. *Journal
of International Business Studies*, 38, 658–672.

Buckley, P. J., Elia, S., and Kafouros, M. (2014). Acquisitions by emerging
market multinationals: Implications for firm performance. *Journal of World
Business* (Forthcoming).

Chand, M. and Katou, A. A. (2012). Strategic determinants for the selection
of partner alliances in the Indian tour operator industry: A cross-national
study. *Journal of World Business*, 47, 167-177.

Chung, C. C. and Beamish, P. W. (2012). Multi-party international joint
ventures: Multiple post-formation change processes. *Journal of World
Business*, 47, 648-663.

Contractor, F. J. and Woodley, J. A. (2015). How the alliance pie is split:
Value appropriation by each partner in cross-border technology transfer
alliances. *Journal of World Business*, 50, 535-547.

Cooke, F. L. (2006). Acquisitions of Chinese state-owned enterprises by
MNCs: Driving forces, barriers and implications for HRM. *British Journal
of Management*, 17:1, S105-S121.

Cooke, F. L. and Huang, K. (2011). Post-acquisition evolution of the
appraisal and reward systems: A study of Chinese IT firms acquired by US
firms. *Human Resource Management*, 50:6, 839-858.

Dikova, D., and Rao Sahib, P. (2013). Is cultural distance a bane or a boon
for cross-border acquisition performance? *Journal of World Business*, 48(1),

Gomes, E., Weber, Y., Brown, C., and Tarba, S.Y. (2011). *Mergers,
Acquisitions and Strategic Alliances: Understanding The Process*.
Basingstoke, UK: Palgrave Macmillan.

Gomes, E., Angwin, D. N., Weber, Y., and Tarba, S. Y. (2013). Critical
success factors through the mergers and acquisitions process: Revealing
pre‐and post‐M&A connections for improved performance. *Thunderbird
International Business Review*, 55 (1), 13-35.

Gomes, E., Cohen, M., and Mellahi, K. (2011). When two African cultures
collide: A study of interactions between managers in a strategic alliance
between between two African organizations. *Journal of World Business*, 46,

Haleblian, J., Devers, C. E., McNamara, G., Carpenter, M. A., and Davison,
R. B. (2009). Taking stock of what we know about mergers and acquisitions:
A review and research agenda. *Journal of Management*, 35(3), 469-502.

Junni, P., Sarala, R., Tarba, S. Y., and Weber, Y. (2015). Strategic
agility in acquisitions. *British Journal of Management*, (Forthcoming).

Lebedev, S., Peng, M. W., Xie, E., and Stevens, C. E. (2014). Mergers and
acquisitions in and out of emerging economies. *Journal of World Business*

Pak, Y. S., Ra, W., and Lee, J. M. (2015). An integrated multi-stage model
of knowledge management in international joint ventures: Identifying a
trigger for knowledge exploration and knowledge harvest. *Journal of World
Business*, 50, 180-191.

Sarala, R.M., Cooper, C., Junni, P., and Tarba, S. (2014). A socio-cultural
perspective on knowledge transfer in mergers and acquisitions. *Journal of
Management* (Forthcoming).

Weber, Y., Rachman-Moore, D., and Tarba, S.Y. (2012). Human resource
practices during post-merger conflict and merger performance. *International
Journal of Cross-**Cultural Management*, 12 (1), 73-99.

Weber, Y., and Tarba, S.Y. (2014). Strategic agility: A state-of-art.
Management Review*, 56 (3), 1-8.

Weber, Y., Tarba, S.Y., and Oberg, C. (2013). *A Comprehensive Guide to
Mergers and Acquisitions: Managing the Critical Success Factors Across
Every Stage of the M&A Process*. USA & UK: Financial Times Press.

Weber, Y., Tarba, S.Y., and Reichel, A. (2009). International mergers and
acquisitions performance revisited - The role of cultural distance and
post-acquisition integration approach. In C. Cooper & S. Finkelstein
(Eds.) *Advances
in Mergers and Acquisitions*, Vol. 8, Emerald Publishing, UK.

Weber, Y. Tarba, S. Y., and Reichel, A. (2011). A model of the influece of
culture on integration approaches and international mergers and
acquisitions performance. *International Studies of Management and
Organization*, 41(3), 9-24.

Zhang, J., Ahammad, M. F., Tarba, S. Y., Cooper, C. L., Glaister, K. W.,
 and  Wang, J. (2014). The effect of leadership style on talent retention
during merger and acquisition integration: Evidence from China. *International
Journal of Human Resource Management*, 26, 1021–1050.
Zhu, H., Xia, J., and Makino, S. (2015). How do high-technology firms
create value in international M&A? Integration, autonomy and cross-border
contingencies. *Journal of World Business* (Forthcoming).

Professor David Collings
Professor of Human Resource Management
Associate Dean for Research
Senior Editor, Journal of World Business
DCU Business School
Dublin City University
Dublin 9
Tel. +35317006937 <+353%201%20700%206937>
Email. [log in to unmask]
Twitter: @collingsdg


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