Hybridization in Mergers and Acquisitions

Dauber, Daniel

doi:10.2139/ssrn.1743962

Cited by 16 publications

(24 citation statements)

References 126 publications

(223 reference statements)

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“…Initial anger, hostility, panic or paranoia may soon turn into hopelessness, dread and lethargy when no reasonable personal strategy can be devised. As Dauber (2011) has found in his doctoral thesis many individuals affected by a merger are rather angry and at the same time feeling hopeless and lethargic. Those among the staff, who are the first to leave the acquired firm, mostly are angry and disappointed that their often long lasting engagement is depreciated with a single stroke.…”

Section: The Agency Affective Personality Cognitive System: Emotionalmentioning

confidence: 92%

Collective emotion regulation in an organisation – a plural agency with cognition and affect

Fink

Yolles

2015

Journal of Organizational Change Management

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Purpose – While emotions and feelings arise in the singular personality, they may also develop a normative dimensionality in a plural agency. The authors identify the cybernetic systemic principles of how emotions might be normatively regulated and affect plural agency performance. The purpose of this paper is to develop a generic cultural socio-cognitive trait theory of plural affective agency (the emotional organization), involving interactive cognitive and affective traits, and these play a role within the contexts of Mergers and Acquisitions (M & A). Design/methodology/approach – The authors integrate James Gross’ model of emotion regulation with the earlier work on normative personality in the context of Mindset Agency Theory. The agency is a socio-cognitive entity with attitude, and operates through traits that control thinking and decision making. These traits are epistemically independent and operate on a bipolar scale; with the alternate poles having an auxiliary function to each other – where the traits may take intermediary “balanced” states between the poles. Findings – Processes of affect regulation are supposed to go through three stages: first, identification (affective situation awareness); second, elaboration of affect is constituted through schemas of emotional feeling, which include emotion ideologies generating emotional responses to distinct contextual situations; third, execution: in the operative system primary emotions are assessed through operative intelligence for any adaptive information and the capacity to organize action; and turned into action, i.e. responses, through cultural feeling rules and socio-cultural display rules, conforming to emotion ideologies. Research limitations/implications – This new theory provides guidance for framing multilevel interaction where smaller collectives (as social systems) are embedded into larger social systems with a culture, an emotional climate and institutions. Thus, it is providing a generic theoretical frame for M & A analyses, where a smaller social unit (the acquired) is to be integrated into a larger social unit (the acquirer). Practical implications – Understanding interdependencies between cognition and emotion regulation is a prerequisite of managerial intelligence, which is at demand during M & A processes. While managerial intelligence may be grossly defined as the capacity of management to find an appropriate and fruitful balance between action and learning orientation of an organization, its affective equivalent is the capacity of management to find a fruitful balance between established emotion expression and learning alternate forms of emotion expression. Social implications – Understanding interdependencies between cognition and emotion is a prerequisite of social, cultural and emotional intelligence. The provided theory can be easily linked with empirical work on the emergence of a cultural climate of fear within societies. Thus, “Affective Agency Theory” also has a bearing for political systems’ analysis, what, however, is beyond the scope of this paper. Originality/value – The paper builds on the recently developed Mindset Agency Theory, elaborating it through the introduction of the dimension of affect, where cognitive and affective traits interact and become responsible for patterns of behaviour. The model is providing a framework which links emotion expression and emotion regulation with cognitive analysis.

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Section: The Agency Affective Personality Cognitive System: Emotionalmentioning

confidence: 92%

Collective emotion regulation in an organisation – a plural agency with cognition and affect

Fink

Yolles

2015

Journal of Organizational Change Management

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“…For Griffith and Dimitrova (), psychic distance comprises of two distinctive elements: business distance and cultural distance, where business distance refers to perceptions of dissimilarity regarding the economic environment, legal and political aspects, business practices, market structure, and language, and cultural distance refers to perceived differences in cultural values, which are liable to become a barrier to mutual learning (Dauber, ). For Sousa and Lages () psychic distance comprises of two dimensions: country distance and people distance, both being influenced by the cultural distance and the need to adapt the product, pricing, distribution, and communication strategy to the new market.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

From the deliberate managerial strategy towards international business performance: A psychic distance vs. global mindset approach

et al. 2019

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The current paper aims to address, within a comprehensive framework, two different facets of the internationalization strategies of small and medium‐sized enterprises, that is, the roles of psychic distance and global mindset within managerial dyadic collaborations. By considering cross‐border ventures as outcomes of deliberate managerial strategies in the quest for achieving international business performance, the study lays emphasis on several dimensions apposite to each of the two constructs, namely, geographic distance and intercultural compatibility for the psychic distance and trust‐based relationships and network‐based connectivity for the global mindset. A questionnaire‐based survey with top managers from 112 European industrial small and medium‐sized enterprises was conducted, the data being processed by means of a structural equation modelling technique. The findings showed that the structural model accounts for 63.9% of the variance in international business performance, whereas the dimensions of psychic distance exert significant positive influences on the endogenous variable.

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“…In recent years, human/social integration in M&A settings has become a major concern compared with structural integration, with most studies reporting considerable challenges in managing people during the processes of change (e.g., Dauber, 2011; Harrison, Hitt, Hoskisson, & Ireland, 2001; Slangen & Hennart, 2008; Vaara, Tienari, & Säntti, 2003). These concerns and challenges clearly apply to institutions that are keen to internationalize.…”

Section: Conceptualizing “Integration”: Multidisciplinary Perspectivesmentioning

confidence: 99%

What Is Integration and Why Is It Important for Internationalization? A Multidisciplinary Review

Spencer‐Oatey

Dauber

2019

Journal of Studies in International Education

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Integration is a concept that is referred to very widely in relation internationalization, yet its meaning is rarely explored and its benefits are often assumed. In this article, we start by reviewing the conceptualization of integration across different fields, notably education and the internationalization of education, intercultural communication, health psychology, and organizational studies. We propose that the varying interpretations within and across these fields can be synthesized by considering the different levels at which integration can be analyzed—individual level, community level, and institutional level. We then review the multiple benefits that integration can bring at these different levels, while acknowledging their interconnections, and noting the potential risks from ignoring integration. We end by proposing a framework to help universities and all of their members (staff and students) develop their own strategies and priorities for enhancing integration.

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Hybridization in Mergers and Acquisitions

Cited by 16 publications

References 126 publications

Collective emotion regulation in an organisation – a plural agency with cognition and affect

Collective emotion regulation in an organisation – a plural agency with cognition and affect

From the deliberate managerial strategy towards international business performance: A psychic distance vs. global mindset approach

What Is Integration and Why Is It Important for Internationalization? A Multidisciplinary Review

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