Dynamic interplay between merger process justice and cognitive trust in top management: A longitudinal study.

Kaltiainen, Janne; Lipponen, Jukka; Holtz, Brian C.

doi:10.1037/apl0000180

Cited by 24 publications

(16 citation statements)

References 67 publications

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“…Battilana, 2011), government bodies in the UK and Finland (e.g. Kaltiainen et al, 2017), and Canadian National Sport Organizations (e.g. Amis et al, 2004; Hinings et al, 1996).…”

Section: Discussionmentioning

confidence: 99%

“…Although we acknowledge that there are many differences between public and private sector organizations, not least because of the often greater levels of bureaucracy and job security in public sector organizations, tremendous insight on change has been developed through studies in public sector organizations from around the world. These have included the National Health Service in Britain (e.g., Battilana, 2011), government bodies in the UK and Finland (e.g., Kaltiainen, Lipponen & Holtz, 2017), and Canadian National Sport Organizations (e.g., Amis et al, 2004;Hinings, Thibault, Slack & Kikulis, 1996). There has also been a great deal of ground breaking work in schools (e.g., Currie, Lockett & Suhomlinova, 2009;Amis, Wright, Dyson, Vardaman, & Ferry, 2012) which has also been transferrable to other settings.…”

Section: Scope Conditionsmentioning

confidence: 99%

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Reframing childhood obesity: The role of local communities in change implementation failure

et al. 2020

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Childhood obesity remains one of the defining challenges of our time, with government response around the world being largely ineffective. This has been particularly the case in the USA, which continues to suffer high rates of childhood obesity despite numerous legislative interventions to combat it. In order to develop insight into this ongoing catastrophic change failure, we engaged in a three-year qualitative study of the implementation of policies in the USA designed to reduce childhood obesity through school-based interventions. We found that leaders in schools, as in many organizations, were faced with numerous, often conflicting, pressures from federal, state, and local community stakeholders. The resultant ambivalence led to change failure being reframed as success to in order to fit with locally expressed priorities. In bringing light to an understudied aspect of change implementation, local community pressure, we further theoretical understanding of why large change interventions often fail. We also offer insights more generally into the (re)framing of change and the influence of local communities on organizations. Policy and managerial implications are also discussed.

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“…Battilana, 2011), government bodies in the UK and Finland (e.g. Kaltiainen et al, 2017), and Canadian National Sport Organizations (e.g. Amis et al, 2004; Hinings et al, 1996).…”

Section: Discussionmentioning

confidence: 99%

Section: Scope Conditionsmentioning

confidence: 99%

Reframing childhood obesity: The role of local communities in change implementation failure

et al. 2020

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“…Second, and the most unique contribution of the current research is into providing the understanding of the justice framework during M&A situations. The aim of the earlier justice research has largely remained fragmented, where justice and its inter-relationships with organizational practices and with second-order psychological attitudes (Bansal, 2017a;Ellis et al, 2009;Kaltiainen et al, 2017) have been discussed in pieces in the management research. Unfortunately, there has been a clear dearth of research, which explains its overall functioning, from formation to impact, during M&A situations.…”

Section: Discussionmentioning

confidence: 99%

Thinking of mergers and acquisitions? Think of justice: a people perspective

Bansal

2019

IJM

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Purpose Achieving a highly satisfied and committed workforce, during post-merger integration (PMI), has made employees’ perceived organizational justice a vital construct in the mergers and acquisitions (M&A) research. For example, employee attitudes like satisfaction and commitment influence overall M&A outcomes, but employee responses primarily depend on their perceptions of justice for the merged organization. Hence, the purpose of this paper is to investigate the cause and effect of employees’ perceptions of justice during M&A. Design/methodology/approach This research used a mixed-methods research design (qual and quan). The quantitative investigation of 207 M&A survivors from 3 M&A deals examined the relationship between perceived organizational justice (three dimensions) with employees’ level of affective commitment and satisfaction during PMI. The multivariate analysis was performed to analyze this data. A thorough thematic content analysis of the in-depth interviews of ten M&A experts and strategists helped to develop a detailed theoretical model of justice during M&A. Findings The resultant model highlighted the three antecedents of perceptions of justice, i.e. human integration, cultural integration and task integration, which together explained the employees’ perception of justice during M&A. Perception of justice was further found to influence employees’ psychological outcomes and overall synergy realization. Originality/value The current study adds to the literature by providing a holistic understanding of the justice phenomenon during M&A by focusing on its antecedents and outcomes, and thus, proposes a detailed framework. The current study also emphasizes on the relative importance of procedural and interactional justice over distributive justice in determining employee attitudes toward change.

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“…Behavioral withdrawal is a matter of degree, with voluntary turnover representing its most extreme manifestation and absenteeism can be less dramatic one, and both serving the same purpose of mitigating any perceived threats (e.g., Sagie, Birati, & Tziner, 2002). For instance, building on social exchange theory, Kaltiainen, Lipponen, and Holtz (2017) examined M&As as sources of major organizational change and found that cognitive trust has a positive impact on subsequent employee perceptions of merger process justice. The afore‐mentioned finding is supported by protection motivation research, which shows that perceived threats predict intentions to withdraw from situations and to avoid the sources of such threats (e.g., Eppright, Hunt, Tanner Jr, & Franke, 2002).…”

Section: Conceptual Framework and Hypothesesmentioning

confidence: 99%

Investigating employee and organizational performance in across‐borderacquisition—A case of withdrawal behavior

Tian

Ahammad

Tarba

et al. 2021

Human Resource Management

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Over the last two decades, performance management systems (PMSs) have been the focus of increasing attention. However, scant research has examined the link between individual-and organizational-level performance in the context of crossborder mergers and acquisitions. Employee withdrawal adversely affects organizations, and has thus been associated with negative consequences for organizations and regarded as a counterproductive work behavior. Our article presents an empirical investigation of determinants and consequences of employee withdrawal, and its impact on willingness to share tacit knowledge, knowledge transfer, and cross-border acquisition performance in the context of Chinese acquisitions in the UK. Based on a cross-sectional survey of 103 employees of an UK subsidiary and Chinese acquiring firm, we found that trust in the acquiring firm significantly reduces acquired firm employee withdrawal behaviors. Moreover, our findings indicate that employee withdrawal behaviors negatively impact employee willingness to share tacit knowledge.The findings further confirm that such willingness positively influences knowledge transfer, which, in turn, has a positive effect on cross border acquisition performance.Our article contributes to the PMS literature by enhancing the understanding of the process through which human resource management systems affect outcomes at different levels of analysis in the context of the cross-border acquisitions. K E Y W O R D S communication, cross border acquisition, emerging market multinational enterprises, employee withdrawal, knowledge transfer, performance, tacit knowledge, trust 1 | INTRODUCTION Over the last two decades, performance management systems (PMSs) have received increasing attention (e.g., Cappelli & Tavis, 2016). The need for performance management will remain as long as individual employees are carrying out some type of work in an organization (e.g., Varma, Budhwar, & DeNisi, 2008). In general, individual performance has been assumed to impact the performance of an organization (DeNisi & Smith, 2014). However, scant research has examined the link between individual-and organizational-level performance (e.g., DeNisi & Murphy, 2017). In this context, DeNisi and Smith (2014) called for research focusing on a better understanding of how organizations might implement systems aimed at improving both those kinds of performance. Despite the growing body of research on PMSs conducted over the last 30 years, many important unanswered questions remain in regard to their effectiveness and impact on both research and practice

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Dynamic interplay between merger process justice and cognitive trust in top management: A longitudinal study.

Cited by 24 publications

References 67 publications

Reframing childhood obesity: The role of local communities in change implementation failure

Reframing childhood obesity: The role of local communities in change implementation failure

Thinking of mergers and acquisitions? Think of justice: a people perspective

Investigating employee and organizational performance in across‐borderacquisition—A case of withdrawal behavior

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