Preface | |
List of contributors | |
Introduction | p. 11 |
Theoretical and methodological considerations | p. 19 |
The Nordea case and the Nordic setting | p. 49 |
Nation talk - the construction of national stereotypes in a merging multinational | p. 61 |
The 'balance of power' principle - nationality, politics and the distribution of organizational positions | p. 87 |
Best practice is west practice? : a sensemaking perspective on knowledge transfer | p. 111 |
From words to action? : socio-cultural integration initiatives in a cross-border merger | p. 139 |
Quo vadis, HR? : an analysis of the roles played by the HR function during the post-merger process | p. 177 |
Trapped in the past or making use of experience? : on learning in post-merger integration | p. 203 |
An uneasy coupling - reflections on women and management in a merging organization | p. 229 |
Travellers in the long hours culture - increased pressure on individuals in the Nordic organization | p. 253 |
The interview guide | |
HR organizational chart | |
Key milestones in Nordea's history | |
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