This paper examines bi-cultural talent in relation to human resource management (HRM) practices in cross-cultural merger and acquisitions (M&A). The intersection of HRM, bi-cultural talent management and cross-cultural M&A literature proposes a conceptual framework to capture the complexity of bi-cultural talent management and reveals the dominant macro-characterization of the extant HRM literature focussing on a more micro-orientated perspective. The paper develops a matrix by underlining spatial dimensions (spanning micro-aspects of the individual employee through to the macro-entity of firm and its location in the macro-national cultural context) and temporal dimensions (consisting of pre-merger, during merger and post-merger phases). This provides a template which examines the multi-level dynamics of bi-cultural talent management. The argument identifies ways in which extant cross-cultural lenses require deeper understanding of bi-cultural talent management in M&A settings. Future research directions and agendas are identified.

本文研究了与跨文化并购 (M&A) 中人力资源管理 (HRM) 实践相关的双文化人才。人力资源管理、双文化人才管理和跨文化并购文献的交叉点提出了一个概念框架来捕捉双文化人才管理的复杂性，并揭示了现有人力资源管理文献的主要宏观特征，侧重于更微观的视角. 本文通过强调空间维度（从个体员工的微观方面到公司的宏观实体及其在宏观国家文化背景中的位置）和时间维度来开发一个矩阵（包括合并前、合并期间和合并后阶段）。这提供了一个模板，用于检查双文化人才管理的多层次动态。该论点确定了现存的跨文化视角需要更深入地了解并购环境中的双文化人才管理的方式。确定了未来的研究方向和议程。