Abstract
This article presents a conceptual framework for investigating merger and acquisition (M&A) performance through a multistage and multilevel approach. First, human resource challenges during the integration process following a merger are explored to help explain the inconsistencies among empirical findings about the effects of cultural differences on M&A performance. It is proposed that in addition to culture clash, organizational identification with the merger has a direct effect on acquired management attitudes and behaviors, thereby influencing postmerger success. We also elaborate how organizational identity acts to moderate the effects of culture clash in M&As, thus explaining contradictory findings in the literature. To conclude, we discuss the implications of our work for future research and managerial practices.
| Original language | English |
|---|---|
| Pages (from-to) | 76-95 |
| Number of pages | 20 |
| Journal | International Studies of Management & Organization |
| Volume | 41 |
| Issue number | 3 |
| DOIs | |
| Publication status | Published - 1 Oct 2011 |
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Integrating organizational and human behavior perspectives on mergers and acquisitions: Looking inside the black box. / Weber, Yaakov; Drori, Israel.
In: International Studies of Management & Organization, Vol. 41, No. 3, 01.10.2011, p. 76-95.Research output: Contribution to Journal › Article › Academic › peer-review
TY - JOUR
T1 - Integrating organizational and human behavior perspectives on mergers and acquisitions: Looking inside the black box
AU - Weber, Yaakov
AU - Drori, Israel
PY - 2011/10/1
Y1 - 2011/10/1
N2 - This article presents a conceptual framework for investigating merger and acquisition (M&A) performance through a multistage and multilevel approach. First, human resource challenges during the integration process following a merger are explored to help explain the inconsistencies among empirical findings about the effects of cultural differences on M&A performance. It is proposed that in addition to culture clash, organizational identification with the merger has a direct effect on acquired management attitudes and behaviors, thereby influencing postmerger success. We also elaborate how organizational identity acts to moderate the effects of culture clash in M&As, thus explaining contradictory findings in the literature. To conclude, we discuss the implications of our work for future research and managerial practices.
AB - This article presents a conceptual framework for investigating merger and acquisition (M&A) performance through a multistage and multilevel approach. First, human resource challenges during the integration process following a merger are explored to help explain the inconsistencies among empirical findings about the effects of cultural differences on M&A performance. It is proposed that in addition to culture clash, organizational identification with the merger has a direct effect on acquired management attitudes and behaviors, thereby influencing postmerger success. We also elaborate how organizational identity acts to moderate the effects of culture clash in M&As, thus explaining contradictory findings in the literature. To conclude, we discuss the implications of our work for future research and managerial practices.
UR - http://www.scopus.com/inward/record.url?scp=80053585335&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=80053585335&partnerID=8YFLogxK
U2 - 10.2753/IMO0020-8825410305
DO - 10.2753/IMO0020-8825410305
M3 - Article
VL - 41
SP - 76
EP - 95
JO - International Studies of Management & Organization
JF - International Studies of Management & Organization
SN - 0020-8825
IS - 3
ER -