Theresa M. Floyd and Wookje (UJ) Sung
Post-merger integration (PMI) success depends heavily on the social and cultural integration of the two legacy organizations. Given that organizational members work and exchange…
Abstract
Post-merger integration (PMI) success depends heavily on the social and cultural integration of the two legacy organizations. Given that organizational members work and exchange information through social relationships, social network analysis can serve as a useful tool to identify key actors, address areas of concern, and measure PMI success. However, few PMI studies have employed a social network perspective or social network analysis. In this chapter, the authors review the current literature on PMI and organizational change, including the few studies that use social networks approach. The authors also identify recent developments in social networks and organizational change research that can improve our understanding of PMI processes and propose promising avenues for future research. Further, the authors identify obstacles for social network research on PMI and provide practical advice for overcoming them.
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The PMI Risk Framework (PRF) is introduced as a guide to classifying and identifying risks which can be the source of post-merger integration (PMI) failure — commonly referred to…
Abstract
The PMI Risk Framework (PRF) is introduced as a guide to classifying and identifying risks which can be the source of post-merger integration (PMI) failure — commonly referred to as “culture clash.” To provide managers with actionably insight, PRF dissects PMI risk into specific relationship-oriented phenomena, critical to outcomes and which should be addressed during PMI. This framework is a conceptual and theory-grounded integration of numerous perspectives, such as organizational psychology, group dynamics, social networks, transformational change, and nonlinear dynamics. These concepts are unified and can be acted upon by integration managers. Literary resources for further exploration into the underlying aspects of the framework are provided. The PRF places emphasis on critical facets of PMI, particularly those which are relational in nature, pose an exceptionally high degree of risk, and are recurrent sources of PMI failure. The chapter delves into relationship-oriented points of failure that managers face when overseeing PMI by introducing a relationship-based, PMI risk framework. Managers are often not fully cognizant of these risks, thus fail to manage them judiciously. These risks do not naturally abide by common scholarly classifications and cross disciplinary boundaries; they do not go unrecognized by scholars, but until the introduction of PRF the risks have not been assimilated into a unifying framework. This chapter presents a model of PMI risk by differentiating and specifying numerous types of underlying human-relationship-oriented risks, rather than considering PMI cultural conflict as a monolithic construct.
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The Branch held a week‐end conference at Hertford College, Oxford, from 17th to 19th April, on the theme ‘Educating the user’. Mr Gordon H.Wright, County Technical Librarian of…
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The Branch held a week‐end conference at Hertford College, Oxford, from 17th to 19th April, on the theme ‘Educating the user’. Mr Gordon H.Wright, County Technical Librarian of Hertfordshire, in a paper on ‘Educating tomorrow's potential information user’, discussed critical thinking and the art of communication. Mr J.E.Terry, Information Officer, AERE Harwell, described the course on information sources and library services which is run for scientific officers at AERE. Mrs Irene Veasey of Blackwell's urged that Aslib appoint advisory officers to discuss with representatives of organizations the practical aspects of information dissemination within their own concerns. Mr Jack Bird, Education Officer, Aslib, and the three speakers were on a panel to discuss points arising from the papers, and open discussion then followed.
Stacy Ann Hawkins, Loryana L. Vie, Pedro S. A. Wolf, Paul B. Lester, Kerry S. Whittaker, Jacob N. Hawkins and Alycia L. Perez
Job performance in the US Army is a complex construct, in part because of the stressors that soldiers face, both day-to-day and during deployment. This chapter critically reviews…
Abstract
Job performance in the US Army is a complex construct, in part because of the stressors that soldiers face, both day-to-day and during deployment. This chapter critically reviews job performance, and the connections between performance and stress and health, discussing how findings may also be relevant within the specific context of the Army. We review established conceptualizations and metrics of job performance within the Army as well as the civilian sector. Then, we discuss the existing research on the associations between performance and stress, physical health, health behaviors, and mental health. Considering these findings, we discuss lessons learned for Army performance metrics, recommending that stress- and health-related issues be incorporated into unit and leader performance metrics, with two critical caveats: (1) data are aggregated at a company level and (2) non-reactive measures are used. Finally, we discuss how existing data repositories can facilitate future research and note potential constraints of using secondary data.
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João Pedro Delgado, Emanuel Gomes and Pedro Neves
A vast amount of research has been carried out to help us understand the main factors influencing mergers and acquisitions (M&A) performance. Although the existing body of…
Abstract
A vast amount of research has been carried out to help us understand the main factors influencing mergers and acquisitions (M&A) performance. Although the existing body of knowledge focuses mainly on macro-level factors, there is an increasing interest from scholars and practitioners in understanding the micro-foundational factors occurring at individual and team levels. This chapter focuses on the importance of emotions – a central facet in individual reactions to workplace events – in M&A processes. To this end, the authors carried out a multi-phased search for articles on micro-foundations in M&A settings published by Business and Management (B/M) and Organizational Behavior and Psychology (O/P) journals. The authors reviewed 41 papers and used the circumplex model to identify and categorize 19 themes related to individual emotions involved in M&A processes in terms of positive/negative valence and high/low activation. The findings show that scholars mainly assume a risk mitigation perspective and focus on themes related to change resistance (negative emotions with high activation) by providing prescriptions on how negative emotions could be mitigated to avoid eroding acquisition performance. Hence, the authors suggest that (a) there should be more efforts to integrate different streams of literature, namely between the strategic and operational/behavioral areas of knowledge and (b) future research should focus on understanding how positive emotions like change proactivity (positive emotions with high activation) might be essential to enhance acquisition performance.
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Johannes Ullrich and Rolf van Dick
The presumed financial benefits of mergers & acquisitions (M&As) often do not materialize. At the same time, M&As are reported to create a host of negative reactions on the part…
Abstract
The presumed financial benefits of mergers & acquisitions (M&As) often do not materialize. At the same time, M&As are reported to create a host of negative reactions on the part of the employees involved. In recent years, these circumstances have led many scholars to use the social identity approach (SIA) in order to better understand the group psychology of M&As. This paper reviews recent M&A research inspired by the SIA and derives three general lessons that are explained in some detail: First, post-merger identification is important for M&As integration and success. Second, M&As pose a threat to organizational identification. Therefore, and third, if you have to merge – merge right.
Liz Jones, Bernadette Watson, Elizabeth Hobman, Prashant Bordia, Cindy Gallois and Victor J. Callan
The purpose of this paper is to examine the influence of organizational level on employees' perceptions and reactions to a complex organizational change involving proposed work…
Abstract
Purpose
The purpose of this paper is to examine the influence of organizational level on employees' perceptions and reactions to a complex organizational change involving proposed work force redesign, downsizing and a physical move to a new hospital.
Design/methodology/approach
Participants included executives, supervisory and non‐supervisory staff in a major tertiary hospital. Recorded in‐depth interviews were conducted with 61 employees about the positive and negative aspects of the change.
Findings
A total of 12 themes were identified from content coding, including emotional responses and attitudes toward the change, issues about the management of the change process and about change outcomes. Supervisory and non‐supervisory staff referred more to conflict and divisions, and expressed more negative attitudes toward the change, than did executives. Executives and supervisory staff focused more on planning challenges and potential outcomes of the change than did non‐supervisory staff. Finally, compared to other staff, executives focused more on participation in the change process and communication about the change process.
Research limitations/implications
This study examines the organizational change at only one time point in one organization. Perceptions of the change may change over time, and other identities like professional identity may influence perceptions.
Practical implications
These findings suggest that change agents should consider the needs of different organizational groups in order to achieve effective and successful organizational change.
Originality/value
This study clearly shows the impact of organizational level, identifying similarities and differences in perceptions of change across level.
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The 28th annual conference of Aslib, held at Nottingham University from 11th to 14th September, 1953, proved to be the largest that Aslib has so far organized. A list of those…
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The 28th annual conference of Aslib, held at Nottingham University from 11th to 14th September, 1953, proved to be the largest that Aslib has so far organized. A list of those present is printed on pp. 254–260. Yet again Aslib was glad to be able to welcome a number of overseas guests and members, including Dr. and Mrs. Lancour and their small daughter from the U.S.A., Drs. and Mrs. van Dijk and Miss Rom from the Netherlands, Mr. M. S. Dandekar and Mr. J. V. Karandikar from India, Miss D. M. Leach from Canada, and Mrs. T. Collin from Norway. Mr. Walter A. Southern, a Fulbright scholar from the U.S.A. affiliated to Aslib during his year's study in the United Kingdom, represented the Special Libraries Association, and Mr. J. E. Holmstrom attended as an observer on behalf of Unesco.