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The International Journal of Human Resource Management Volume 27, 2016 - Issue 20: HR Practices in Collaborative Partnership
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Original Articles

The impact of leadership on organizational ambidexterity and employee psychological safety in the global acquisitions of emerging market multinationals

Rekha Rao-NicholsonInternational Management, Bristol Business School, University of the West of England, Bristol, UK
,
Zaheer KhanMarketing, International Enterprise & Strategy, Sheffield University Management School, The University of Sheffield, Sheffield, UKCorrespondence[email protected]
,
Pervaiz AkhtarLogistics Institute, University of Hull Business School, The University of Hull, Hull, UK
&
Hemant MerchantInternational Business Strategy, Kate Tiedemann College of Business, University of South Florida St. Petersburg, St. Petersburg, FL, USA
Pages 2461-2487 | Published online: 06 Jul 2016

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Ashish Malik, Vijay Pereira & Shlomo Tarba. (2019) The role of HRM practices in product development: Contextual ambidexterity in a US MNC’s subsidiary in India. The International Journal of Human Resource Management 30:4, pages 536-564.
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Shlomo Y. Tarba & Cary L. Cooper. (2016) HRM practices in strategic partnerships. The International Journal of Human Resource Management 27:20, pages 2305-2309.
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Benjamin P. Dean. (2021) Antecedents enabling team ambidexterity: moving beyond mere microfoundation. International Journal of Productivity and Performance Management 71:6, pages 2432-2458.
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Zaheer Khan, Joseph Amankwah-Amoah, Yong Kyu Lew, Pushyarag Puthusserry & Michael Czinkota. (2022) Strategic ambidexterity and its performance implications for emerging economies multinationals. International Business Review 31:3, pages 101762.
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