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The Economist is the superior resource for the research of global enterprise and present affairs, delivering authoritative perception and opinion on overseas information, global politics, company, finance, technology and know-how, in addition to overviews of cultural tendencies and average specific stories on industries and countries.

Established in 1843 to crusade opposed to the protectionist corn legislation, The Economist is still, within the moment half its moment century, precise to the liberal rules of its founder. James Wilson, a hat maker from the small Scottish city of Hawick, believed in loose alternate, internationalism and minimal interference through govt, particularly within the affairs of the industry. The Economist additionally takes a fiercely self sufficient stance on social concerns, from homosexual marriage to the legalisation of substances, yet its major provider to its readers is as an international newspaper: To discover new rules from all over the international.

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1987), Ά Catchall parachute: Herman Miller has a silver shark repellant', Industry Week, 3 February, pp. 16-17. Pritchett, P. (1985), After the Merger: Managing the Shock Waves, New York: Dow Jones Irwin. Schweiger, D. , Ivancevich, J. M. and Power, F. R. (1987), 'Executive actions for managing human resources before and after acquisition', Academy of Management Executive, 1987, Vol. 2, pp. 127-138. Searby, F. (1969), 'Control of post merger change', Harvard Business Review, September-October.

Previous psychological research in the area of 'loss' more generally has repeatedly demonstrated that it produces a conservative and nostalgic impulse in people to hold on to what they have and value. Freud considers that 'collective grief powerfully maintains a sense of community, and so increases cohesiveness, which arguably makes new cultures and mangerial practices even more difficult to introduce. A recent study of the Getty-Texaco combination reports strong evidence of increased cohesiveness post merger, facilitated by what was described as 'collective remembering'.

And it had to be done. Not surprisingly, such actions are frequently seen as insensitive and indiscriminate, and have reverberations throughout the organization, as the currency of organizational loyalty and commitment becomes automatically devalued. Consequently the most common merger concern is fear of redundancy. Apart from early retirements, redundancies and circumstances amounting to constructive dismissal, mergers and acqui­ sitions are associated with high levels of voluntary resignations - what has been referred to as 'the post acquisition drift factor' or 'the haemorrhage effect'.

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