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The purpose of this paper is to investigate the merger arranged in the audiovisual sector between Antena 3 and La Sexta, and specifically the pre- and post-merger factors. This study adopts a comprehensive approach for the analysis of the reasons behind this strategic decision and the role that structural and human integration and the decision on the right momentum and integration speed played in the merger success.

A single case study research method is used. This qualitative methodology provides richer data to understand complex transactions such as mergers and acquisitions (M&As). According to the data triangulation technique, two research methods were used, in-depth interviews and archival secondary data, including confidential reports and archival trade press.

The merger involving Antena 3’s takeover of La Sexta in October 2012 has been seen as one of the most successful operations ever undertaken in Spain’s audiovisual industry. The main motivation was to increase the organisation’s size to make it more competitive in the market, thus reducing costs, generating synergies and improving performance. Structural and human integration has provided the backbone for this success, all at a time marked by the global financial crisis and its knock-on effect on the downturn in the advertising market. Another of the key factors of success was that the changes in the organisational systems and processes were designed and partially implemented before the incorporation of La Sexta.

This work has highlighted the need for proper planning and a suitable choice of timing in M&A operations. Management should pay special attention to the integration of human and productive resources to generate synergies on the road to success.

This paper’s main contribution is to highlight an example of a successful M&A in the audiovisual sector in Spain by adopting a holistic perspective. While there are scarce studies in this industry, previous research on this topic is mostly quantitative and, moreover, the rate of success in M&A is quite low.

This paper seeks to review the literature on human resource management (HRM) in entrepreneurial firms. Given the importance of human resource management for entrepreneurship, the purpose of this paper is to determine how far this line of research has progressed and what areas are still pending study.

The paper has a three‐part structure. First, the paper describes the published works. Second, it examines the topics dealt with in the literature. Third, the review identifies the limitations of the literature and outlines future lines of research for this field.

Most papers that deal with HRM and entrepreneurship together are empirical and have been published since 2000. Comprehensive and rigorous theoretical models that relate both areas do not exist.

The paper helps scholars orient their research in human resource management in entrepreneurial firms by providing them with a better understanding of the direction in which the field is going and what gaps remain.

The purpose of this paper is to empirically explore the relationship between value dimensions and creativity, particularly between the intrinsic and extrinsic value approaches and creativity values.

The paper adopts an explanatory approach. After analyzing construct validity, reliability and factor analysis, the study tests its hypotheses by performing a multi‐regression analysis with a sample of 389 individuals in two different regions.

There are two main conclusions. First, intrinsic value systems (personal life values and intrinsic work values) affect creativity value in a positive manner. Second, extrinsic value systems (social life values and extrinsic work values) have an insignificant or weak positive impact on the creativity value.

The results of this research are applicable to the global technology/innovation intensive knowledge economy, where highly dynamic and competitive business environments also demand further strategy innovation. A focus on the intrinsic value approach could be effective to enhance creativity value, and hence this type of behavior. Relative management education and human resource management practices need to take this into account in their program designs, in order to further their strategic importance for better performance in a global business world.

The aim of this paper is to introduce the special issue on “Human resource management and corporate entrepreneurship”.

The paper discuses the articles in the special issue, which investigate the relationships between human resource management and entrepreneurship from different points of view, approaches and employing different empirical contexts.

The papers highlight different human resource management factors of entrepreneurial behaviour and their influence on corporate entrepreneurship. Results from different empirical contexts as small and medium‐size firms, case studies, joint ventures, in the USA, China, and Spain, among others, make important contributions to the previous literature.

The paper discusses the intersection and association between human resource management and corporate entrepreneurship. Human resources play an essential role in so far as they can encourage or hinder corporate entrepreneurship.

The purpose of this paper is to review the research on organizational teams. The aim is delimiting the conceptual space of effectiveness and determining team‐level measurement issues.

A range of published works, which analyse the different variables of effectiveness for each type of team, is reviewed (the most used effectiveness criteria are shown in a table). According to the existence of different types of teams – work team, parallel team, project team and management team – the authors assess what variables and measures are more appropriate according to team type, analyse the problems in gathering data and measuring in this level of analysis and, finally, offer a proposal of measurement issues for future research.

The authors conclude that effectiveness is a multidimensional concept with three dimensions: performance, attitudinal outcomes, and behavioural outcomes. Regarding team‐level measurement issues, the authors also conclude that there is a need to use multiple data sources and multimethod analyses incorporating consensus and aggregation methods, as well as observation and key informants.

The results of this work can support future research on teams. Although considerable headway has been made in the team effectiveness studies, there are things that still need to be done. The paper shows that a more complete measure of effectiveness must be developed, according to the three dimensions: performance, attitudinal outcomes, and behavioural outcomes.

The paper is a comprehensive review and provides a basis for researchers in the area of effective teams.