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Article
Publication date: 1 November 2000

Steven H. Appelbaum, Joy Gandell, Harry Yortis, Shay Proper and Francois Jobin

The multiple organizational factors impacting on a merger as well as those processes being impacted on throughout the merger process will be examined. First, the issue of constant…

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Abstract

The multiple organizational factors impacting on a merger as well as those processes being impacted on throughout the merger process will be examined. First, the issue of constant and lucid communication and its importance throughout the merger and acquisition (M&A) process will be addressed. Second, an examination of the current corporate culture and its effects on employees when two companies merge is analyzed, while illuminating the realities of the new culture. An exploration of change in general is examined, as well as the reaction of employees (resistance) to these changes. Next, the article addresses the critical issue of stress, which is an M&A outcome within the new and uncertain environment. The article concludes with the process of managing and strategy throughout the phases. Furthermore, the five major sections (communications, corporate culture, change, stress, and managing/strategy) are sub‐divided into three sub‐sections: pre‐merger; during the merger; post‐merger.

Details

Management Decision, vol. 38 no. 9
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 December 2000

Steven H. Appelbaum, Joy Gandell, Barbara T. Shapiro, Pierre Belisle and Eugene Hoeven

The multiple organizational factors impacting upon a merger as well as those processes being impacted upon throughout the merger process will be examined. Part 1 of this article…

8228

Abstract

The multiple organizational factors impacting upon a merger as well as those processes being impacted upon throughout the merger process will be examined. Part 1 of this article examined corporate culture and its affects on employees when two companies merge and considered the importance of lucid communication throughout the process. Part 2 of the article addresses the critical issue of stress, which is an outcome within the new and uncertain environment. Finally, the article concludes with the process of managing and strategy throughout the phases, giving guidelines that managers and CEOs should follow in the event of an M&A. Furthermore, the five major sections (communications, corporate culture, change, stress, and managing/strategy) are sub‐divided into three sub‐sections: pre‐merger; during the merger; post‐merger. This is intended to further assist managers and CEOs distinguish the important issues facing employees at each of the three junctures of the M&A process.

Details

Management Decision, vol. 38 no. 10
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 June 2003

Steven H. Appelbaum and Joy Gandell

The incidence of mergers and acquisitions has proliferated throughout the world including all sectors of our society, both municipal and industrial, private and public. However…

4160

Abstract

The incidence of mergers and acquisitions has proliferated throughout the world including all sectors of our society, both municipal and industrial, private and public. However, the majority (60‐80 percent) of them do not reach their intended objectives owing to the fact that the merging organizations do not realize the impact of neglecting the human resource factor. Although they properly assess and address the financial and legal issues, they continually overlook this critical factor. The present literature suggests what organizations should do to reverse these negative effects and how to properly address the human resources issues. This research seeks to test this list of suggestions, in the form of a unified model, employing the single case study method. The case in question is a newly merged health centre comprised of four well‐established hospitals. Rather than a set of hypotheses, sets of prescriptions were developed to test the model. Data from interviews and existing documents are used to support or modify the final model. The qualitative results utilized a cross‐method analysis that supported the majority of the unified model, requiring a few modifications. This research has subsequently lead to the development of a unified human resources model for the proper and successful implementation of mergers and acquisitions. The implications of these findings for all organizations, and for mergers and acquisitions theory and practice, are discussed.

Details

Journal of Management Development, vol. 22 no. 5
Type: Research Article
ISSN: 0262-1711

Keywords

Available. Open Access. Open Access
Article
Publication date: 9 September 2024

Matteo Cristofaro, Pier Luigi Giardino, Riccardo Camilli and Ivo Hristov

This article aims to trace the historical development of the behavioral strategy (BS) field, which implements psychology in strategic management. Mainly, it provides a contextual…

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Abstract

Purpose

This article aims to trace the historical development of the behavioral strategy (BS) field, which implements psychology in strategic management. Mainly, it provides a contextual understanding of how this stream of research has historically evolved and what relevant future trajectories are. This work is part of the “over half a century of Management Decision” celebrative and informal Journal section.

Design/methodology/approach

We consider BS literature produced in management decision (MD), the oldest and longest-running scholarly publication in management, as a proxy for the evolution of management thought. Through a Systematic Literature Review (SLR) process, we collected – via the MD website and Scopus – a sample of 97 BS articles published in MD from its foundation (1967) until today (2024). Regarding the analysis, we adopted a Reflexive Thematic Analysis approach to synthesize the main BS topics, then read from a historical perspective regarding three “eras” over which the literature developed. Selected international literature outside the Journal’s boundaries was considered to complement this historical analysis.

Findings

Historically, within the BS field, the interest passed from the rules to rationally govern strategic decision-making processes, to studying what causes cognitive errors, to understanding how to avoid biases and to being prepared for dramatic changes. The article also identifies six future research trajectories, namely “positive heuristics,” “context-embedded mental processes,” “non-conventional thinking,” “cognitive evolutionary triggers,” “debiasing strategies” and “behavioral theories for new strategic challenges” that future research could investigate.

Research limitations/implications

The limitation of the study lies in its exclusive focus on MD for investigating the historical evolution of BS, thereby overlooking critical contributions from other journals. Therefore, MD’s editorial preferences have influenced results. A comprehensive SLR on the BS field is still needed, requiring broader journal coverage to mitigate selection biases and enhance field appraisal.

Originality/value

This contribution is the first to offer a historical evolutionary view of the BS field, complementing the few other reviews on this stream of research. This fills a gap in the study of the evolution of management thought.

Details

Management Decision, vol. 62 no. 13
Type: Research Article
ISSN: 0025-1747

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Book part
Publication date: 18 August 2006

Verena Kusstatscher

The chapter should help managers to realize what they could do in order to enhance positive emotions and well being during challenging times of a post-merger integration.Indeed…

Abstract

The chapter should help managers to realize what they could do in order to enhance positive emotions and well being during challenging times of a post-merger integration.

Indeed, negative affects, such as anxieties, aggressions, uncertainties, and stress are a very common phenomenon in mergers and acquisitions. On the other side, positive emotions are proved to be particularly suited for preventing and dealing with negative emotions.

For researchers this chapter serves as an encouragement to shift their attention to positive emotions, and it aims to instill some ideas for further research.

Details

Advances in Mergers and Acquisitions
Type: Book
ISBN: 978-0-76231-337-2

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Article
Publication date: 25 September 2018

Linjuan Rita Men and Katy L. Robinson

The purpose of this paper is to examine the impact of emotional culture on the quality of employee–organization relationships (EORs). To understand the nuances of the influence of…

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Abstract

Purpose

The purpose of this paper is to examine the impact of emotional culture on the quality of employee–organization relationships (EORs). To understand the nuances of the influence of positive and negative emotional cultures on employee relational outcomes, this study specifically examined four fundamental emotional cultures, namely, joy, love, fear and sadness, in the cultivation of EORs. Further, as more recent emotional connotations of culture delve into the connections between employees’ fundamental need for psychological satisfaction and business success, likewise, this study proposes employees’ psychological need satisfaction as a potential mediator that explains how emotional culture influences employee–organization relational outcomes.

Design/methodology/approach

To test the hypothesized model, the authors conducted an online survey on a random sample of 509 employees working in 19 diverse industry sectors in a one-week period in February 2017, with the assistance of a premier global provider of survey services, Survey Sampling International. To test the hypothesized model, structural equation modeling analysis was employed using AMOS 24.0 software.

Findings

Results indicated that joy, happiness, excitement, companionate love, affection and warmth could meet employees’ psychological need for mutual respect, care, connection and interdependence within the organization. Such culture contributed to employees’ feelings of trust, satisfaction, mutual control and commitment toward the organization. By contrast, employees in organizations with a dispirited, downcast and sad emotional culture were less inclined to develop quality relationships with the organization. Employees in organizations where the emotional culture was fearful, anxious, tense or scared were less likely to satisfy their psychological need for relatedness.

Originality/value

This study is among one of the earliest attempts to theorize and operationalize organizational emotional culture, which fills the research gap in decades of organizational culture research that focused predominantly on the cognitive aspect. Also, this study expands the thriving relationship management literature, in particular, employee relationship management research by showing the positive impact of emotional culture of joy and love and negative impact of emotional culture of sadness on employee relational outcomes.

Details

Corporate Communications: An International Journal, vol. 23 no. 4
Type: Research Article
ISSN: 1356-3289

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Book part
Publication date: 15 June 2018

Satu Teerikangas and Noelia-Sarah Reynolds

In this paper, we responded to recent calls for the use of a greater variety of qualitative methods in the study of inter-organizational encounters, including mergers and…

Abstract

In this paper, we responded to recent calls for the use of a greater variety of qualitative methods in the study of inter-organizational encounters, including mergers and acquisitions (M&As). The paper provided a reflection on the authors’ experiences in carrying out two studies of merger processes in the UK and Finland, one ethnographic and one combing also auto-­ethnographic methods. Contrasts between the former case of an “outsider” entering into an ethnographic study and the latter case of an auto-ethnographer with a dual role as a researcher and integration team member were highlighted. The paper offered three contributions to extant research. First, the paper extended the methodological debate in the study of M&As to the level of individual methods. Second, the paper identified the finding types that emerge when using ethnographic methods in the study of mergers. Third, the paper discussed the unique challenges posed when conducting ethnographic work investigating organizational combinations in times of mergers as opposed to ethnography in traditional, single organizational settings.

Details

Advances in Mergers and Acquisitions
Type: Book
ISBN: 978-1-78756-136-6

Keywords

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Article
Publication date: 18 September 2009

Kanika T. Bhal, A. Uday Bhaskar and C.S. Venkata Ratnam

The purpose of this paper is to assess cognitive, affective, and behavioral reactions of employees to merger and acquisition (M&A) situations.

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Abstract

Purpose

The purpose of this paper is to assess cognitive, affective, and behavioral reactions of employees to merger and acquisition (M&A) situations.

Design/methodology/approach

The paper reports responses of 225 managers of four banks that have gone through mergers (two merger cases), recently in India. Data are collected on a structured questionnaire containing standard scales of leader‐member exchange (LMX), leader communication and employees' reactions to M&As. The psychometric properties of the measures are established before testing the hypotheses.

Findings

Results show that affect mediates the relationship between cognitive and behavioral reactions to M&A. Leader communication fully mediates the relationship of the contribution dimension of LMX with cognitive reactions.

Research limitations/implications

The results have implications for using LMX and communication with the leader in M&A situations. Though, single source data may be a limitation but primary data from real‐life M&A situation is strength of the paper.

Originality/value

The study offers insight into the affective, cognitive and behavioral reactions of employees to merger and acquisition situations.

Details

Leadership & Organization Development Journal, vol. 30 no. 7
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 20 September 2021

Georgia-Zozeta Miliopoulou

This paper aims to examine brand-generated communities from the community managers’ point of view and investigate how social media influences managerial perceptions, attitudes and…

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Abstract

Purpose

This paper aims to examine brand-generated communities from the community managers’ point of view and investigate how social media influences managerial perceptions, attitudes and practises around brand communities.

Design/methodology/approach

The literature review examines the most prominent constructs describing consumer groupings around brands. It then focuses on how the term “brand community” has evolved throughout the years and transformed in the social media environment. Research involving one survey and one focus group among agency-employed brand community managers was conducted to explore and interpret their views and their work.

Findings

Brand community managers aim to increase platform metrics. They encourage interaction between each user and the brand, but not between users. While they execute pre-planned content calendars handling comments, they do not have the experience and autonomy to foster a communal environment. Finally, managers rely on extrinsic incentives, and even antagonise users, regarding control over the community.

Research limitations/implications

The sample covers the majority of agency-employed brand community managers in one country: Greece. The findings call for a re-examination of the construct of brand community, as well as for a new assessment of groupings consumers form around brands in social media.

Practical implications

For actual brand communities to emerge in social media, community managers should have more training, experience and initiative to tailor content and metrics, use intrinsic incentives and propose engaging activities. The quest for platform-imposed measurements inhibits this opportunity, and so do centralised processes that define global brand management.

Originality/value

The managerial aspect of brand-generated communities is understudied, especially when management is outsourced. This paper provides insight on how platform priorities and managerial practises dilute expectations that consumer-generated communities have created.

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