Distributive justice, procedural justice, exemplarity, and employees' willingness to cooperate in M&amp;A integration processes: An analysis of the Air France‐KLM merger

Melkonian, Tessa; Monin, Philippe; Noorderhaven, Niels

doi:10.1002/hrm.20456

Cited by 92 publications

(101 citation statements)

References 75 publications

(137 reference statements)

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“…This might be explained, to a certain extent, by the fact that during the post-merger integration phase the established procedures do become critical in determining the required levels of interaction and engagement between members from the merging organisations. This is in line with Ellis et al (2009) andMelkonian's (2011) findings showing that the procedural dimension of organisational justice becomes the most critical after the merger implementation phase. The results suggest that if employees have the ability to influence decision-making procedures, there is a good chance that employee's relative commitment to the acquired firm will be high.…”

Section: Page 18 Of 32 International Marketing Reviewsupporting

confidence: 89%

“…This is important for two reasons. First, research shows that perceptions of nonmanagerial employees have a strong impact of mergers performance (Glaister & Ahammad, 2010;Melkonian et al, 2011;Teerikangas, 2012;Weber & Fried, 2011a;Weber, RachmanMoore, & Tarba, 2012). Second, the findings will provide a deeper understanding as to the how the perceptions of procedural and interactional justice change throughout the organisational hierarchy.…”

Section: Mandas This Missing Link Is Important By Understanding What mentioning

confidence: 99%

“…Further research could either repeat the same study in different countries, or perhaps repeat the same study in the same country but within different acquired companies and investigate (Steensma & van Milligen, 2003) Employee reactions to allocation processes (Meyer, 2001) Social integration process (Meyer & Altenborg, 2007) Employees willingness to cooperate (Melkonian, Monin, & Noorderhaven, 2011) Employees postmerger identification (Lipponen et al, 2004) (Edwards & Edwards, 2012 ) Value creation and employee commitment (Ellis Reus & Lamont, 2009) (Ellis Reus & Lamont, 2009) Sensegiving and sensemaking (Monin et al, 2013) Integrative equality (Drori, Wrzesniewski, & Ellis, 2011) Managers' commitment (Klendauer & Deller, 2009 Source: Author analysis. Table.2.…”

Section: Limitations and Avenues For Further Researchmentioning

confidence: 99%

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Perceptions of justice and organisational commitment in international mergers and acquisitions

Gomes

Mellahi

Sahadev

et al. 2017

IMR

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Purpose Although there is substantial and accumulating evidence on the link between market entry modes and performance, evidence regarding their impact on employee’s perceptions and thereby their commitment is scarce. This is more so in mergers and acquisitions (M&As) where employee’s commitment has a significant impact on post-entry performance. The purpose of this paper is to examine the association between perceptions of justice and organisational commitment in cross-border M&As. Design/methodology/approach The authors draw on market entry and M&As’ literature and studies on the link between perception of justice and commitment to develop the hypotheses. The authors test the hypotheses with survey data from a merger of two culturally different partners – British and Japanese. A total of 128 responses were received, out of a sample of 151 non-managerial employees within the firm. Findings The results show a strong association between employees’ perceptions of justice during the merger and commitment to the new organisation. Surprisingly, the results do not support the widely reported interaction effects between different organisational justices and employees’ commitment. Research limitations/implications Obtaining data from a single M&A is a potential limitation of this study. Practical implications The study underscores the importance of post-market entry. The results suggest that particular attention needs to be paid to the way employees of the acquired firm are treated during their interactions with their counterparts. Originality/value The link between market entry and performance is well documented. However, little progress has been made in understanding the antecedents/factors that influence commitment in foreign market entry and in particular cross-border M&As. This study helps close this gap.

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Section: Page 18 Of 32 International Marketing Reviewsupporting

confidence: 89%

Section: Mandas This Missing Link Is Important By Understanding What mentioning

confidence: 99%

Section: Limitations and Avenues For Further Researchmentioning

confidence: 99%

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Perceptions of justice and organisational commitment in international mergers and acquisitions

Gomes

Mellahi

Sahadev

et al. 2017

IMR

View full text Add to dashboard Cite

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“…This enabled strands of narrative and storytelling approaches in the data collection (Czarniawska, 1998;Gabriel, 2000Gabriel, , 2004Phillips and Oswick, 2012). Narrative-style data and analysis can produce rich information and insights on strategic partnership topics, such as intercultural influences managerial behaviours (Xing, Liu, Tarba and Cooper, 2014), post-merger integration (Monin, Noorderhaven, Vaara and Kroon, 2013;Melkonian, Monin, and Noorderhaven 2011), national culture influence on foreign MNC local employees (Caprar, 2011).…”

Section: Research Methodology and Methodsmentioning

confidence: 99%

Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration

Stokes

Liu

Smith

et al. 2015

The International Journal of Human Resource Management

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The HR practices involved in global talent management continue to advance and evolve. A majority of talent management commentary is from multinational corporation (MNC) perspectives. However, the less commented small-to-medium sized enterprise (SME) also confronts challenges grounded in economic (i.e. resources, finance), organisational (i.e. size, scope and structure) and consequent behavioral rationales (i.e. mindsets and stances). This paper establishes and examines a number of propositions which consider how these factors impact on an advanced economy SME's talent management in emerging economy collaborations.An interpretive qualitative methodology is employed using interviews conducted within two cases -SME and an MNC comparator case. The SME case is used as the driving force of the paper and its theoretical focus and findings. The MNC is used to develop issues as a comparator case. The findings show SME economic and organisational drivers producing behavioral dynamics in relation to mimesis of planned actions yet informal serendipitous responses in reality; a predilection for the proximate and familiar; design configurations of short-term expatriate visits and inpatriates; cumulating in on-going inpatriate acculturisation and re-acculturation oscillation. Consequently, the implication is that the SME needs a HR practices encompassing resignation to the situation, flexibility and resilience in order to survive and progress.Keywords: HR practices, talent management, SME, inpatriates, acculturisation. 1 IntroductionHuman Resource (HR) practices around talent management -the recruitment, selection and retention of national and international talent by organizations -has attracted considerable scholarly attention (Collings, Scullion and Morley, 2007;Farndale, Scullion and Sparrow, 2010;Minbaeva and Collings, 2013). This work has focused primarily on HR practices in multinational corporation (MNC) contexts. This propensity is perhaps to be anticipated since MNCs possess complex multi-faceted infrastructures, expansive international operations, and, large marketing budgets which require (and can afford) the development of planned talent management systems.In contrast, by definition, small to medium-sized enterprises (SMEs), frequently lack the scale, scope, resources and international experience of MNCs. In essence, while SMEs may compete in segments of MNC markets, the 'world' of SMEs in terms of inter alia: decisionmaking, investment choices, culture and daily running of the firm -often led by family owner-directors and linked with a community rooted to a specific geographical locality -are all substantively different to MNCs. In response to SME proclivities, a substantive body of writing has been generated (Voordeckers, Van Gils and Van de Heuvel, 2007;Nieto, Santamaria, Fernandez, 2013;Lewis, 2015;Wang and Liu, 2015).Nevertheless, HR practices for talent recruitment and management in SMEs, and in particular as SMEs expand into international strategic partnerships, have been considerably less researched.Given t...

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“…Executives and researchers alike face a daunting challenge in attempting to develop and accumulate specific knowledge and capabilities about the M&A process management in general and HRM practices during M&A in particular (Weber and Fried, 2011a;2011b). Despite the fact that HR has been mentioned frequently as an important factor in M&A success (Goulet and Schweiger, 2006;Nikandrou and Papalexandris, 2007;Budhwar et al, 2009;Melkonian, Monin, and Noorderhaven, 2011), there is a dearth of theoretical and empirical studies about the interrelationship between M&A performance and HR practices applied by the acquiring firm during the integration period following an acquisition. This is particularly the case for crossborder M&As (Weber and Tarba, 2010).…”

Section: Literature Review Hr Practices During Post-manda Integrationmentioning

confidence: 99%

The effect of leadership style on talent retention during Merger and Acquisition integration: evidence from China

Zhang

Ahammad

Tarba

et al. 2014

The International Journal of Human Resource Management

101

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Leadership and talent retention are critical HR-related components in post-merger and acquisition (M&A) integration, but the extent to which these factors interact with each other and eventually contribute to the success of post-M&A integration is under-explored. The present study investigates the effect of leadership styles on talent retention strategies and on the effectiveness of post-M&A integration in a Chinese context. Based on in-depth examination of an M&A case study, we propose that an authoritative, coaching, task-focused, and relationship-focused approach has a positive influence on talent retention and effective post-M&A integration in a Chinese context. As far as talent retention strategies are concerned, authoritative leaders use communication, whereas leaders adopting a coaching style use an incentive structure to positively influence talent retention. Furthermore, task-focused leaders use position and performance in order to identify and retain talented employees. By contrast, relationship-focused leaders emphasize the guanxi network, communication, and an incentive structure in their strategies of talent retention.

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Distributive justice, procedural justice, exemplarity, and employees' willingness to cooperate in M&A integration processes: An analysis of the Air France‐KLM merger

Cited by 92 publications

References 75 publications

Perceptions of justice and organisational commitment in international mergers and acquisitions

Perceptions of justice and organisational commitment in international mergers and acquisitions

Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration

The effect of leadership style on talent retention during Merger and Acquisition integration: evidence from China

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