【正文】 模型所體現(xiàn)出的“僅吸引同質(zhì)員工”的局限性，進(jìn)而構(gòu)建將相似性匹配與互補(bǔ)性匹配有效結(jié)合的吸引、選擇和融合機(jī)制，從而獲取和留任有利于組織發(fā)展的知識(shí)員工。　　(三)實(shí)踐含意　　本研究結(jié)論對(duì)并購(gòu)中人力資源整合策略的制定和實(shí)施具有啟示意義。(1)為管理者從長(zhǎng)時(shí)段的過(guò)程視角設(shè)計(jì)和推行人力資源整合策略提供理論指導(dǎo)。并購(gòu)尤其是創(chuàng)業(yè)型并購(gòu)需要人力資源的有效整合，而其卻可能是一個(gè)經(jīng)歷幾年的漫長(zhǎng)過(guò)程，這就需要管理者從并購(gòu)決策階段就要制定過(guò)程導(dǎo)向的人力資源整合策略，如制定和實(shí)施并購(gòu)前對(duì)并購(gòu)雙方人力資源及其各自文化的調(diào)研和評(píng)估措施，從而為后并購(gòu)階段的具體整合策略的制定提供基礎(chǔ)；而后并購(gòu)過(guò)程中人力資源整合的具體途徑要有利于心理并購(gòu)階段的組織認(rèn)同和信任的促進(jìn)。從而使不同階段的人力資源整合策略環(huán)環(huán)相扣，最后實(shí)現(xiàn)人力資源的有效整合。(2)為管理者從階段性視角控制人力資源整合風(fēng)險(xiǎn)提供借鑒。本研究關(guān)于創(chuàng)業(yè)型并購(gòu)不同階段有不同整合風(fēng)險(xiǎn)及其成因的結(jié)論，能夠幫助管理者在不同并購(gòu)階段識(shí)別人力資源整合的關(guān)鍵風(fēng)險(xiǎn)和可能的促成因素，并且針對(duì)這些風(fēng)險(xiǎn)和影響因素制定匹配的應(yīng)對(duì)策略，從而有效控制各個(gè)階段的整合風(fēng)險(xiǎn)，實(shí)現(xiàn)人力資源有效整合的目標(biāo)?！　?四)研究局限和未來(lái)研究　　本研究為多案例研究，盡管研究者采用了多案例研究方法，在案例選取上也顧及研究結(jié)論的可靠性和有效性，但是，鑒于案例研究的天然缺陷，相對(duì)于大樣本研究，其結(jié)論的外部效度仍然具有局限性。當(dāng)然，該研究?jī)H是并購(gòu)中人力資源整合問(wèn)題動(dòng)態(tài)研究的開(kāi)始，以后可以在如下幾個(gè)方面進(jìn)行具體分析：一是不同類型并購(gòu)中各階段知識(shí)員工整合風(fēng)險(xiǎn)的對(duì)比研究。本研究?jī)H聚焦在創(chuàng)業(yè)型并購(gòu)上，以后研究可以對(duì)比分析創(chuàng)業(yè)型并購(gòu)與其他類型并購(gòu)在不同階段的知識(shí)員工整合風(fēng)險(xiǎn)。二是運(yùn)用大樣本問(wèn)卷研究方法，進(jìn)一步分析和驗(yàn)證導(dǎo)致各階段知識(shí)員工整合風(fēng)險(xiǎn)的關(guān)鍵因素，并進(jìn)一步探討控制知識(shí)員工整合風(fēng)險(xiǎn)的策略。成功的并購(gòu)整合要有效控制人力資源整合風(fēng)險(xiǎn)，其不同階段人員整合風(fēng)險(xiǎn)的控制模式需要進(jìn)一步研究。　　注釋　?、佟叭肆Y源整合水平(level of human resource integration)指并購(gòu)組織在人力資源上的后并購(gòu)變革程度?！背鲎灶伿棵贰⑼踔伉Q：《并購(gòu)式內(nèi)創(chuàng)業(yè)中的人力資源整合研究》，人民出版社，2006年10月，第13頁(yè)?！　、谠撚^點(diǎn)受北京大學(xué)光華管理學(xué)院張志學(xué)教授的啟發(fā)，他在2011年12月與浙江大學(xué)管理學(xué)院教師進(jìn)行的學(xué)術(shù)研討活動(dòng)中，曾強(qiáng)調(diào)并購(gòu)組織雙文化(biculture)特征對(duì)其成功整合的重要性?！　　緟⒖嘉墨I(xiàn)】 　　[1]Antoncic, B. amp。 R. 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