Blending Corporate Families: Management and Organization Development in a Postmerger Environment

Fulmer, Robert M.; Gilkey, Roderick W.

doi:10.5465/ame.1988.4274773

Cited by 33 publications

(26 citation statements)

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“…Moreover, if it is acknowledged that the dynamics of mergers and acquisitions are substantially similar, a sense of the implicit risk in mergers and acquisitions can be obtained from research, which reveals that up to 47% to 50% of senior executives of an acquired company leave within one year and almost 72% to 75% within three years (Fulmer &Gilkey, 1988 andHattingh, 2004). Indeed, the loss of top calibre staff is a common consequence of all forms of disruptive institutional change (cf.…”

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confidence: 99%

The University of Johannesburg merger: Academics experience of the pre-merger phase

Goldman

Tonder

2006

Acta Commercii

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Purpose of the study: The aim of this study is to gain an understanding of the merger experiences academic staff were exposed to during the pre-merger phase of the University of Johannesburg merger. Of particular interest is how these experiences translate into acceptance of the merger amongst academic staff. The study was borne out of the transformation of the higher education landscape in South Africa, which is typified by a spate of mergers between higher education institutions.Design / methodology / approach: As the purpose of the study was, inter alia, aimed at understanding the merger experiences of academic staff, the study was conducted according to an interpretive research paradigm, where interpretation of data calls for an insider perspective, in order to "see things through their eyes" as it were. In this regard, a qualitative methodology was employed.Findings: Findings indicate that academic staff members at the University of Johannesburg experience two distinct mental states during the pre-merger phase. Following the announcement of the merger, reaction and experience tend to be emotionally driven but as merging efforts become more concrete over time, this emotive state is replaced by a more rationally driven disposition. Implications:The distinction between an emotive and rational demeanour during the pre-merger phase of a merger affords managers and leaders the opportunity to plan change interventions in such a way that irrational, emotive responses and behaviour do not hamper progress in terms of merger implementation. In a more general sense, this study highlights the process of transition individual staff members pass through as they have to come to terms with the changes brought about by a merger Originality / Value: The majority of merger literature, as well as change literature, focuses on the organisational context of change during a merger. Limited literature exists on the personal effects of a change event such as a merger. This study can thus contribute to the understanding of the personal effects of change during a merger. Furthermore, scant literature exists concerning mergers that are not driven by "conventional" economic motives. As the University of Johannesburg is this type of merger, this study presents the opportunity of gaining a better understanding of this type of merger.

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confidence: 99%

The University of Johannesburg merger: Academics experience of the pre-merger phase

Goldman

Tonder

2006

Acta Commercii

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“…This section reviews key success factors for pre-and post-acquisition phases. Post-acquisition key success factors include (a) establishing strong leadership (Shrivastava, 1986;Cannella & Hambrick, 1993;Datta & Grant, 1990;Cartwright & Cooper, 1995); (b) establishing a plan for managing the postacquisition integration (Pablo, 1994;Haspeslagh & Jemison, 1991;Marks & M i M s , 1998;Galpin & Robinson, 1997); (c) developing an effective communications plan (Buono, Bowditch, & Lewis, 1985;Feldman, 1995;Cartwright & Cooper, 1995); (d) developing a strategy for cultural integration (Weber, 1996;Chatterjee, Lubatkin, Schweiger, & Weber, 1992;Marks, 1991); and (e) ensuring that management addresses human resource issues (Schweiger, Ivancevich, & Power, 1987;Fulmer & Gilkey, 1988;Larsson & Finkelstein, 1995). Post-acquisition key success factors include (a) establishing strong leadership (Shrivastava, 1986;Cannella & Hambrick, 1993;Datta & Grant, 1990;Cartwright & Cooper, 1995); (b) establishing a plan for managing the postacquisition integration (Pablo, 1994;Haspeslagh & Jemison, 1991;Marks & M i M s , 1998;Galpin & Robinson, 1997); (c) developing an effective communications plan (Buono, Bowditch, & Lewis, 1985;Feldman, 1995;Cartwright & Cooper, 1995); (d) developing a strategy for cultural integration (Weber, 1996;Chatterjee, Lubatkin, Schweiger, & Weber, 1992;…”

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confidence: 99%

Acquiring a Family Firm: A Case Study

Mickelson¹,

Worley

2003

Family Business Review

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Several choices are available to family firms when intergenerational succession is not an option. One alternative is to explore merger and acquisition (M&A) opportunities. This paper addresses two research questions: (a) What are the key differences between typical M&As and those involving a family firm? and (b) What are the key success factors for the post‐acquisition integration process, and what is the impact on this process when the acquired company is a family firm? Results from an acquired family firm case study suggest that these M&A processes differ along structure, motivation, and culture dimensions. The case study also suggests post‐acquisition considerations for M&As involving family firms.

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“…According to McKinsey and Company, the human side-often the crucial determinant for success-is neglected in most cases (Main, 1990). This is cited as the reason that one half to two thirds of all mergers fail (Fulmer & Gilkey, 1988). Much of the early research on mergers and acquisitions has focused on the strategic and financial fit between the partners (Newman & Krystofiak, 1993).…”

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confidence: 99%

Creating the “Authentizotic” Organization

Vries

Balazs

1999

Administration & Society

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This article is a rejoinder to the critique by Robert Golembiewski of the authors’ article “Transforming the Mind-Set of the Organization: A Clinical Perspective,” in which the processes of individual and organizational change and the resemblance between them were highlighted. Golembiewski’s major points of criticism suggested limitations to the authors’ approach to organizational transformation, possible negative ethical implications, and low estimates of success rates. He referred to quality of working life (QWL) and organizational development (OD) studies as more appropriate approaches. The authors respond by emphasizing the difference between small-scale change as represented by QWL and OD and major organizational transformation efforts they have engaged in, pointing out the dimension added by the clinical orientation to conventional approaches to organizational change as one that may be more appropriate for the shift in organizational paradigms. The authors clarify the definition of healthy organizations and introduce the concept of the “authentizotic” organization.

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Blending Corporate Families: Management and Organization Development in a Postmerger Environment

Cited by 33 publications

References 0 publications

The University of Johannesburg merger: Academics experience of the pre-merger phase

The University of Johannesburg merger: Academics experience of the pre-merger phase

Acquiring a Family Firm: A Case Study

Creating the “Authentizotic” Organization

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