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Understanding how managers in position of leadership experience culture is essential to avoid instability and poor performance in international strategic alliances. This study tests the proposition that national culture, top management team culture, and manager's personality influence leadership and shapes intercultural fit through the predominant management style in US‐Mexican strategic alliances.

Strategic leadership and personality theories constitute the framework for this study. Managers from the US‐Mexican strategic alliances which partners hold an equity position were surveyed and provided data to test the hypotheses.

Findings show that American and Mexican managers construct their own social reality with rules and norms bounded primarily by the existing organizational culture in the alliance. Both managers' management styles are similar and converge into a participative “consultative” style emerging as a “third culture” characterized by task innovation and emotional concern as American managers' input and task support and social relationships as Mexican managers' contribution. This study suggests that if adequately balanced, individualism‐collectivism is a source of intercultural fit while building shared leadership.

Managers of international alliances may reconfigure individual and cultural orientations and styles of alliance partners in the design of management teams to build high levels of social effectiveness. The innovator style of American managers supports the dynamics of change for the alliance to advance while the adaptor style of Mexican managers builds stability, order, and maintains group cohesion and cooperation.

Intercultural fit in international strategic alliances is achieved through designing organizational cultures that incorporate partners' cognitive diversity into the relationship.

This study aims to examine in the context of high involvement exporting Mexican firms a model which suggests that a blend of absorptive and dynamic capabilities is necessary to build and sustain their competitiveness in international markets.

Data were collected from 119 high involvement Mexican exporting firms through informants. Formative and reflective constructs were validated through MIMIC models and confirmatory factor analysis using LISREL. The theoretical model was tested using partial least squares (PLS).

Results suggest that high involvement Mexican exporting firms' capacity to adapt through product design, technology management, manufacturing processes, and cooperative relationships impacts their innovation and market expansion-adaptation capabilities. Nurturing an entrepreneurship orientation is critical to build flexibility, transfer innovation to markets, and drive export performance. Ultimately, performance is determined by the firms' ability to design and develop products through the adoption of improved technologies, a deep understanding of international demands, and an ability to refocus exporting strategies as changes in competitive contexts require.

The design of exporting capabilities in this study only applies to high involvement exporting firms.

High involvement exporting firms sustain growth through the development of exploration (learning), exploitation (expansion-adaptation), and dynamic (innovation, entrepreneurship) capabilities as determinant of performance.

This is the first model that tests relationships among learning, manufacturing flexibility, and market expansion-adaptation and dynamic capabilities such as innovation and entrepreneurship and their impact on performance in high involvement Mexican exporting firms.

The purpose of this paper is to propose a human resource management model for the integration stage of mergers and acquisitions (M/A) process with four key factors: leadership and integration team; change and restructuring process; human resources (HR) resistance; valuable HR retention.

The authors analyze a case study of a multinational company that operates in the mechanical engineering sector.

The results show the special importance of human resource management in the success of the merger and acquisition process. And, the main actions implemented in HR contributing to the success of this process are identified.

Subsequent investigations could conduct similar analyses for the planning and implementation stages of the merger and acquisition process, with the objective of presenting a complete HR management model in merger and acquisition processes.

The case study allows researchers to learn from professionals and business leaders while also offering a theoretical model that can help managers make decisions and improve the management of these processes.

The main contribution of this study has been to observe how HR are managed in the integration stage of M/A.

Many of the papers that analyse human resource management (HRM) in merger and acquisition (M&A) processes focus on the last two stages (integration and implementation). Then, the purpose of this paper is to propose an HRM model for the first stage of the process (planning) with four key factors: the due diligence process, the integration plan, the communication plan and the learning plan.

From the theoretical model, the authors analyse a case study of a multinational company that operates in the mechanical engineering sector.

The results show the special importance of HRM in the success of the M&A process. And, the main actions implemented in human resources (HRs) contributing to the success of this process are identified.

Subsequent investigations could conduct similar analyses for the rest of the stages of the M&A process (integration and implementation), with the objective of presenting a complete HRM model in M&A processes.

The case study allows researchers to learn from professionals and business leaders while also offering a theoretical model that can help managers make decisions and improve the management of these processes.

The main contribution of this study has been to observe how HRs are managed in the planning stage of M&As.

The development of multi-hazard risk assessment frameworks has gained momentum in the recent past. Nevertheless, the common practice with openly available risk data sets, such as the ones derived from the United Nations Office for Disaster Risk Reduction Global Risk Model, has been to assess risk individually for each peril and afterwards aggregate, when possible, the results. Although this approach is sufficient for perils that do not have any interaction between them, for the cases where such interaction exists, and losses can be assumed to occur simultaneously, there may be underestimation of losses. The paper aims to discuss these issues.

This paper summarizes a methodology to integrate simultaneous losses caused by earthquakes and tsunamis, with a peril-agnostic approach that can be expanded to other hazards. The methodology is applied in two relevant locations in Latin America, Acapulco (Mexico) and Callao (Peru), considering in each case building by building exposure databases with portfolios of different characteristics, where the results obtained with the proposed approach are compared against those obtained after the direct aggregation of individual losses.

The fully probabilistic risk assessment framework used herein is the same of the global risk model but applied at a much higher resolution level of the hazard and exposure data sets, showing its scalability characteristics and the opportunities to refine certain inputs to move forward into decision-making activities related to disaster risk management and reduction.

This paper applies for the first time the proposed methodology in a high-resolution multi-hazard risk assessment for earthquake and tsunami in two major coastal cities in Latin America.