Air medical program merger and stress

Herron, Holly; Dean, Barbara; Crane, Rod; Falcone, Robert E.

doi:10.1016/s1067-991x(99)90004-4

Cited by 3 publications

(7 citation statements)

References 5 publications

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“…Of note, trust in management turned out to be "a dominant variable in its associations with all three resistance components" of Oreg's (2006) study, highlighting the importance for managers to gain the trust of their employees. Herron et al (1999) highlight "factors that are likely to lead to merger-related stress: the grieving process, uncertainty about employment as well as the need for frequent communication, debriefing and counselling and the promotion of programs to deal with these factors" (as cited in Lundqvist, 2011). Citing the previous research, Lundqvist (2011) draws attention to the fact that trust between employees and their managers, while in the midst of an organizational change such as a merger, allows employees to "feel welcome to participate in the process and [employees] are more likely to accept the changes.…”

Section: Trust In Managementmentioning

confidence: 99%

Resistance to change in the case of mergers and acquisitions: part 2

Appelbaum

Karelis

Henaff

et al. 2017

ICT

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Purpose Mergers and acquisitions (M&As) are inherent to firms evolving in today’s business world, whether they be corporate giants, SMEs or start-ups. While the ultimate objective of an M&A is to improve the newly constructed firm’s performance, financial and technical impacts are but some of the considerations the organization will need to face. Indeed, employee resistance appears to be a major factor in the overall success of this strategic move. Throughout this three-part paper, the purpose of this paper is to provide a thorough overview of the forces at play in employee resistance to change, its influence on the M&A’s success, and the ways to address such resistance. Design/methodology/approach Based on existing empirical studies, industry expert findings and academic reviews, this paper sought to link together the concepts of communication at a time of change, leadership, employee involvement, feeling of adherence to the firm (the four key pillars), and their respective influences in how they may handicap or aid the firm in achieving its M&A objectives. Findings Although it may seem like a straightforward concept, resistance to change in the turbulent time that is a merger and acquisition situation is anything but simple. Classic assumptions of resistance being a negative force or participation being a requisite part of overcoming resistance are challenged. At the same time, leadership and employee feeling of adherence to their previous organization play a supporting role when compared to the significant influence of communication pre, during, and after the merger. The ensuing portrait is thus multifaceted and underscores the complexity of handling an M&A at the human resources level. Research limitations/implications Whilst the paper allowed to identify and link the different factors at play, a thorough empirical study in order to compare and contrast those factors at an M&A’s different stages (pre-during-post), and thus evaluate their respective importance, would be commendable. Practical implications In providing an overview of several aspects at play in employee resistance to change, this paper allows a management practitioner to consolidate their knowledge on the process’ four key pillars. Social implications By illustrating not only its – expected – negative outcomes, but by also providing a glimpse at some potential benefits in terms of increased merger performance, this paper gives managers incentives to not always challenge but also embrace their employee’s resistance to change as a healthy part of the firm’s transformation process. Originality/value This literature review provides an overview of resistance to change and draws parallels between the concepts explored herein and the M&A situation, which would be useful to the general practitioner undergoing an M&A.

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Section: Trust In Managementmentioning

confidence: 99%

Resistance to change in the case of mergers and acquisitions: part 2

Appelbaum

Karelis

Henaff

et al. 2017

ICT

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“…some also propose that a firm, directive leadership is needed for a successful merger (harman & harman 2003;pritchard 1993;pritchard & Williamson 2008;sehoole 2005;Wedderburn 1991). it is common wisdom and also often argued in the literature that employees are getting anxious when changes are approaching (Abrahamsson 2000;empson 2000;herron, Dean, crane, & falcone 1999;smith 2005;Washington & hacker 2005).…”

Section: Management Involvement Throughout the Merger Processesmentioning

confidence: 99%

“…insecurity could cause rumours and gossip to flourish and resistance to the approaching changes (Abrahamsson 2000;empson 2000;herron, Dean, crane, & falcone 1999;smith 2005;Washington & hacker 2005). The presence of rumours/gossip could affect how management is evaluated and judged in a change process (Kurland & pelled 2000).…”

Section: Gossip Rumours and Grapevinementioning

confidence: 99%

“…several administrators compared the new organization with the former organizations and found that it was better before the De-merger. insecurity is known as a ground for resistance to change for various negative employee reactions and could often cause rumours to get started (Abrahamsson 2000;empson 2000;herron, Dean, crane, & falcone 1999;smith 2005;Washington & hacker 2005). hence a trustful relation between the administrators and their top management should be helpful if the recommendations in the literature would be followed (e.g.…”

Section: A More Hierarchical Organization and A Loss Of Trust For The New Managementmentioning

confidence: 99%

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Post-Merger Integration Issues: The Importance of Early Appointment of New Managers for Successful Pmi

Lundqvist

2012

PMC

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Managers in the 21th century need to understand how to best show leadership in a merger – not least because of the many unsuccessful post-merger integrations that have been reported in many case-studies. The human factor is fundamental to preventing post-merger failure. A longitudinal case-study, that follows a merger in the public sector, aims at verifying the recommendations in the literature on how to prevent and counter resistance to change. The administrators, whose opinions were investigated, were enthusiastically looking forward to the merger, even though they expected changes to both their information systems they use for daily work and their routines. They looked forward to the merger even as they lacked individual information about their work situation after the merger. After the merger their attitudes changed as a new more authoritative leadership style emerged that was not appreciated. The new top managers were externally recruited and became part of the merger process at a very late stage when they could not build trust with the organization anymore. Our findings confirm prior research findings about the importance of management involvement throughout a merger. Hence new managers should be appointed early in the process so they can take active part in decision-making and trust-building. The longitudinal case-study aims at adding to the knowledge base that can facilitate post-merger implementations. . Key words: Merger and Post-Merger Integration (PMI) in public sector, the time of appointment of management for the new organization could influence the PMI.

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“…mergers and acquisitions often worry and upset the personnel so they will act with resistance to the changes (abrahamsson, 2000;empson, 2000;gash & orlikkowski, 1991;herron, Dean, crane & falcone, 1999;Kotter & schlesinger, 2008;lawrence, 1969;schweiger, ivancevich & power, 1987;smith, 2005;Washington & hacker, 2005). employees that are resistant to change could notwithstanding be resources since their discursive struggles for contesting and justifying decisions could lead to transforming of discourses necessary for the organization (erkama, 2010; ford, ford & D'amelio, 2008).…”

Section: Problem Of Researchmentioning

confidence: 99%

Post-Merger Integration Issues: A Longitudinal Public Sector Case-Study

Lundqvist¹

2011

PMC

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Employee resistance to change draws on conventional knowledge and prior research. Hence resistance is presupposed before a merger. In the literature advice is given on how to minimize resistance to change. A main recommendation is to inform and communicate extensively to down-play feelings of anxiety and support involvement. Nevertheless, post-merger integrations are known to be problematic and seldom achieve the predicted success. This longitudinal case-study follows a merger from the administrators’ perspective. Prior empirical findings were promising for the post-merger implementation and showed administrators who welcomed the merger. Furthermore, they were happy with the overall merger information and found themselves fully participating in the change processes. The recent findings (after the merger) showed that the administrators experienced lowered productivity, higher fragmentation of the workday and less involvement. Furthermore, the information and communication had been changed after the merger. The human factor is important to acknowledge for preventing post-merger failure and the findings from this longitudinal case-study highlights the importance of maintaining positive employee perceptions after a merger. The longitudinal case-study aims at adding to the knowledge base on facilitating post-merger implementations. Key words: importance of information and involvement in organizational changes, merger in public sector, post-merger integration (PMI), resistance to changes.

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Air medical program merger and stress

Cited by 3 publications

References 5 publications

Resistance to change in the case of mergers and acquisitions: part 2

Resistance to change in the case of mergers and acquisitions: part 2

Post-Merger Integration Issues: The Importance of Early Appointment of New Managers for Successful Pmi

Post-Merger Integration Issues: A Longitudinal Public Sector Case-Study

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