Issues

Special Issue: Strategic issues in cross border M&As. Guest Editor: Mark Thomas

Laugh it up: humor in inter-cultural management after international mergers

Janna Leann Rose
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Cross-Border M&A is followed by cross-border investor relations

Arsia Amir-Aslani; Philippe Lê; Mark Anthony Chanel
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Merging and diverging cultures in M&A

Michelle Mielly; Frank Alain Rouault; Kevin Richards O'Reilly
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Navigating the human landscape in cross-border mergers and acquisitions

Gordon D. Ray
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Tata Motors’ successful cross-border acquisition of Jaguar Land Rover: key take-aways

Atul Arun Pathak
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Cross-border M&A originating from developing countries (The case of the Indian pharmaceutical industry)

Arsia Amir-Aslani; Mark Anthony Chanel
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Mittal’s acquisition strategies

Jayanth-Reddy Alluru; Pooja Sankararaman; Kathryn Tebbe
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Crédit Agricole and Emporiki. Buying a Greek bank in 2006. What could go wrong?

Eva Zambelis; Mark Thomas
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Africa: a new potential of growth for Danone through multiple acquisitions

Christelle Bouchet
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Lenovo’s successful acquisition of the IBM PC Division

Mark Thomas
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How to win a takeover battle: the case of Fosun’s purchase of Club Med. The difficulties faced by Chinese companies in overseas M&As

Ruohan Wang; Yizhou Wu
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A case study of the HNA group cross-border M&A strategy

Ying Xiao; Mark Thomas
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Competitive horizons

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