Please use this identifier to cite or link to this item: https://hdl.handle.net/10356/10319
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dc.contributor.authorLin, Eugene You Qin.en_US
dc.contributor.authorTang, Fangrui.en_US
dc.contributor.authorTham, Wai Shi.en_US
dc.date.accessioned2008-09-24T07:42:22Z-
dc.date.available2008-09-24T07:42:22Z-
dc.date.copyright2007en_US
dc.date.issued2007-
dc.identifier.urihttp://hdl.handle.net/10356/10319-
dc.description.abstractThis study aims to provide the reader with a structured approach on how to handle M&A transactions from the Human Resource (HR) perspective. We will begin by examining models from secondary sources on cultural due diligence (e.g. Denison Organizational Culture Model) and culture integration (e.g. Haspelagh Overall Integration Approach, GE Pathfinder Model). We conducted a case study research to provide us with valuable insights on how ExxonMobil handled organizational culture issues to achieve post merger success.en_US
dc.rightsNanyang Technological Universityen_US
dc.subjectDRNTU::Business::Finance::Mergers and acquisitions-
dc.titleAchieving postmerger success through cultural due diligence and culture integration : a case study on Exxonmobil.en_US
dc.typeFinal Year Project (FYP)en_US
dc.contributor.supervisorHesan Ahmed Quazien_US
dc.contributor.schoolNanyang Business Schoolen_US
item.grantfulltextrestricted-
item.fulltextWith Fulltext-
Appears in Collections:NBS Student Reports (FYP/IA/PA/PI)
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