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Purpose This study aims to confirm earlier findings that differences between merger and acquisition (M&A) participant firms are a hurdle for successful mergers and shows that merger outcomes can also be affected by the post-merger integration duration (PMID). Design/methodology/approach Experimental research on distinct cultures developed within experimental pre-merger subject groups is used to compare pre- and post-integration performances. Findings This study finds that firm distance (i.e. inherent differences between pre-merger firms) negatively influences merger success; no significant relationship between firm distance and PMID exists and PMID is positively related to merger success. Specifically, a slower integration minimizes conflicts between merger partners, enhances trust-building and reduces the disruption of existing resources and processes in both firms, which may benefit M&As. By contrast, a fast integration that shortens the overall integration process may discourage the combined entity from recognizing the intended synergy quickly. Research limitations/implications The new finding that PMID can affect merger outcomes invites empirical validation. This study presents experimental evidence that prolonged, well-structured post-merger integration may compensate for the negative time-variant issues associated with PMID. Practical implications Organizational support for collaborative learning between professional members should be a strategic consideration for firms so that acquiring business capabilities can be more natural and cost-efficient than building internal capabilities despite possibly slowing down the integration process. Encouraging a transfer of technical and client knowledge between the combined members can create value and understand differences in both the form and content of each firm’s knowledge base and the pre-existing mechanisms for sharing knowledge. It may lower the level of resistance in knowledge transfer. Originality/value While M&As may better facilitate the cost-effective expansion of business offerings than building capabilities internally, they can require considerable time, preventing many firms from realizing their intended outcomes. Nevertheless, less attention has been focused on PMID and its influence on M&As. This study is the first to use experimental research to examine the effects of PMID on merger success.

Purpose This study aims to provide a conceptual framework on salesperson role change process and, based on the framework, builds propositions to assist future empirical research in business-to-business sales force management and to help sales organizations better understand the changing salesperson role and successfully redesign their sales model. Design/methodology/approach This study reviews and discusses the dynamics observed in the current marketplace and uses appraisal theory to claim that salesperson role change is individual salesperson’s affective decision and subsequent action after a cognitive appraisal of surrounding environmental changes. To support, this study presents a dichotomous classification on salesperson role and presents salesperson role change process that shows individual salespersons’ decision selectively made in the process. Findings Salesperson role change is individual salesperson’s affective decision and subsequent action after a cognitive appraisal of surrounding environmental changes. The role change is individual salespersons’ decision selectively made in their role change process. In the process, they either replicate or transform their (prior) experience for learning and skill changes that subsequently change their role. The individual-led role change may not be found in every salesperson. Originality/value Advancing the traditional view on the evolving role of salespeople, this study holds a view for both unchanging and changing nature of salesperson roles. This study uses appraisal theory to show how salespeople make an adaptive decision based on the evoked emotions to change (or not to change) their roles. Unlike the earlier frameworks, the current salesperson role change process shows how individual salespersons opt to change their roles.

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