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This paper presents a theoretical framework of the role of HR practices in overcoming the differences and conflicts between the source and recipient of knowledge during the exploitation of synergies in the post-merger integration (PMI) process. The presented analysis of an international case study explores the crucial yet neglected relationship in M&A between the context and process variables in the PMI stage. The results of the analysis suggest a model that includes the unique characteristics of and relationship between source and recipient, knowledge integration mechanisms and the role of HR practices during the knowledge transfer process. Directions for future research are finally suggested. [ABSTRACT FROM PUBLISHER]
