Satu Teerikangas

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Philippe VeryEdhec Business SchoolVerified email at edhec.edu
Tiina OnkilaAssociate professor, University of JyväskyläVerified email at jyu.fi
Marileena MäkeläSenior Lecturer, University of JyväskyläVerified email at jyu.fi
Audrey RouziesUniversity of Toulouse - Toulouse School of ManagementVerified email at tsm-education.fr
Gustavo BirolloAssistant professor - FSA - Université LavalVerified email at fsa.ulaval.ca
Joana GeraldiCopenhagen Business School, Department of Organizations, Center for Advanced Studies in ProjectVerified email at cbs.dk
Ioannis C. ThanosAthens University of Economics and BusinessVerified email at aueb.gr
Noelia-Sarah ReynoldsUniversity of EssexVerified email at essex.ac.uk
Liisa Valikangas or Liisa VälikangasAalto University and Hanken School of EconomicsVerified email at aalto.fi
Antero Hirvensalosenior researcher, University of Turku, University of Eastern FinlandVerified email at utu.fi
Tomi LaamanenProfessor of Strategic Management, University of St.GallenVerified email at unisg.ch
Hanna MattilaAalborg University, Aalto UniversityVerified email at create.aau.dk
Vincenzo PisanoAssociate Professor at University of CataniaVerified email at unict.it
Helka KalliomäkiVaasan yliopistoVerified email at uwasa.fi
Raine Mäntysaloprofessor, Aalto UniversityVerified email at aalto.fi
Susan CartwrightProfessor Of Organizational Psychology and Well Being Lancaster UniversityVerified email at lancaster.ac.uk
Elisabeth Wilson-EveredProfessorVerified email at vu.edu.au
Helene Loe ColmanProfessor of Strategy, BI Norwegian Business SchoolVerified email at bi.no
Lassi LinnanenProfessor, Lappeenranta University of TechnologyVerified email at lut.fi
Florian BauerUniversity of Bristol Business SchoolVerified email at bristol.ac.uk

Satu Teerikangas

Professor of Management & Organization at University of Turku, University College London

Verified email at utu.fi

Strategic change mergers and acquisitions work engagement sustainability change agents


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The culture – performance relationship in M&A: From yes/no to how S Teerikangas, P Very British Journal of Management 17 (S1), 2006	571	2006
Handbook of Mergers and Acquisitions D Faulkner, S Teerikangas, R Joseph Oxford University Press, 2012	209	2012
Dynamics of acquired firm pre-acquisition employee reactions S Teerikangas Journal of Management 38 (2), 599-639, 2012	197	2012
Integration managers' value‐capturing roles and acquisition performance S Teerikangas, P Véry, V Pisano Human Resource Management 50 (5), 651-683, 2011	169	2011
Methods in M&A - A look at the past and the future to forge a path forward S Cartwright, S Teerikangas, A Rouzies, E Wilson-Evered Scandinavian Journal of Management 28 (2), 95-106, 2012	129	2012
Looking into the ‘black box’- unlocking the effect of integration on acquisition performance S Teerikangas, I Thanos European Management Journal, 2017	72	2017
Culture in Mergers and Acquisitions: A Critical Synthesis and Steps Forward S Teerikangas, P Very The Handbook of Mergers and Acquisitions, Oxford University Press, 392-430, 2012	47	2012
The international experience in domestic mergers – Are purely domestic M&A a myth? NS Reynolds, S Teerikangas International Business Review 25 (1), 42-50, 2016	46	2016
Post-Deal Integration: An Overview S Teerikangas, R Joseph The Handbook of Mergers and Acquisitions, Oxford University Press, 339-371, 2012	46	2012
Silent forces in cross-border acquisitions: An integrative perspective on post-acquisition integration S Teerikangas Doctoral Dissertation, Aalto University, 2006	42	2006
Structure first! Temporal dynamics of structural and cultural integration in cross-border acquisitions S Teerikangas, T Laamanen Emerald Advances in Mergers and Acquisitions, 109-152, 2014	39	2014
Change organizations in planned change–A closer look S Karasvirta, S Teerikangas Journal of Change Management 22 (2), 163-201, 2022	36	2022
Active sustainability actors: A life course approach K Koistinen, S Teerikangas, M Mikkilä, L Linnanen Sustainable Development 28 (1), 208-223, 2020	34	2020
Do Academics Actually Collaborate in the Study of Interdisciplinary Phenomena? A Look at Half a Century of Research on Mergers and Acquisitions N Mirc, A Rouzies, S Teerikangas European Management Review 14 (3), 333-357, 2017	34	2017
Cultural change following international acquisitions: cohabiting the tension between espoused and practiced cultures S Teerikangas, O Irrmann Management International Review 56, 195-226, 2016	34	2016
The three Gorges dam project from a systems viewpoint HC Alberts, RM Alberts, MF Bloom, AD LaFlamme, S Teerikangas Systems Research and Behavioral Science: The Official Journal of the …, 2004	33	2004
A comparative overview of the impact of cultural diversity on inter-organisational encounters S Teerikangas Emerald Advances in Mergers and Acquisitions, 37-75, 2007	32	2007
Project, program and portfolio management as modes of organizing: Theorising at the intersection between mergers and acquisitions and project studies J Geraldi, S Teerikangas, G Birollo International Journal of Project Management 40 (4), 439-453, 2022	31	2022
Theorizing in the qualitative study of mergers & acquisitions S Teerikangas, HL Colman Scandinavian Journal of Management 36 (1), 101090, 2020	30	2020
Mergers, acquisitions and the evolution of construction professional services firms J Connaughton, J Meikle, S Teerikangas Construction Management and Economics 33 (2), 146-159, 2015	30	2015

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