Please use this identifier to cite or link to this item: http://hdl.handle.net/123456789/9458
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dc.contributor.authorEmerald Group Publishing-
dc.date.accessioned2020-11-21T13:57:00Z-
dc.date.available2020-11-21T13:57:00Z-
dc.date.issued2004-
dc.identifier.urihttp://hdl.handle.net/123456789/9458-
dc.description.abstractThe fact that the Finns fought an epic battle to repel a Soviet invasion more than 60 years ago should not really have much bearing on how banking colleagues get on with each other in the twenty‐first century. Such things should not matter when you are faced with merging two big banks, but they do. The problem is figuring out why, and trying to find out which views seem to be positive or negative, and how the whole mixture can be turned into an encouraging new look at a mutually beneficial future.en_US
dc.language.isoenen_US
dc.publisherEmerald Group Publishingen_US
dc.subjectHuman Resource Managementen_US
dc.subjectOrganizational Cultureen_US
dc.subjectNational Culturesen_US
dc.subjectAcquisitions and Mergersen_US
dc.subjectCross‐Cultural Managementen_US
dc.titleMeritaNordbanken – Sewing Machine or fast‐food joint? Imagery digs deep to Discover Managers’ Real Feelingsen_US
dc.typeArticleen_US
dc.volume12en_US
dc.journalHuman Resource Management International Digesten_US
dc.issue1en_US
dc.page4p.en_US
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