Identification Processes in Post-Acquisition Integration: The Role of Social Interactions

Rouziès, Audrey; Colman, Hélène Loe

doi:10.1057/crr.2012.8

Cited by 10 publications

(9 citation statements)

References 47 publications

(65 reference statements)

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“…Finally, perceptions of success or failure also affect identity construction (Bligh ; Pepper and Larson ; Vaara ). This is one reason why early successes are important (Rouzies and Colman ). Still, a homogeneous identity is not a necessary outcome of an integration project, as pre‐integration identities might survive and interact with the intended new identity, leading to identity plurality within the integrated organization (Bernardis and Giustiniano ; van Marrewijk ).…”

Section: Resultsmentioning

confidence: 99%

“…Only a few papers have accounted for this within-project dynamics so far and found evidence strengthening the notion that these dynamics matter (e.g. Meyer 2001;Monin et al 2013;Rouzies and Colman 2012). Future research might consider this issue more explicitly, considering that this temporal dimension might be an important contingency condition for many of the observed relationship in M&A integration.…”

Section: Discussionmentioning

confidence: 95%

“…Meyer ; Monin et al . ; Rouzies and Colman ). Future research might consider this issue more explicitly, considering that this temporal dimension might be an important contingency condition for many of the observed relationship in M&A integration.…”

Section: Discussionmentioning

confidence: 99%

See 2 more Smart Citations

The Challenge of Integration: A Review of the M&A Integration Literature

Steigenberger

2016

Int J Management Reviews

130

126

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The integration of acquired or merging firms is a key driver of the success or failure of mergers and acquisitions (M&As). Over the last 30 years, a substantial body of research has addressed M&A integration, offering rich but widely dispersed insights into this phenomenon. This paper takes stock of the current knowledge, based on a review of articles published in scholarly journals. The review advances the conceptual understanding of the phenomenon by inductively developing an overarching framework for the M&A integration literature, where integration success is a function of context, structural and communication‐based interventions, which interact with collective sensemaking processes and negotiations among integration stakeholders. Based on this framework, a research agenda is suggested. I proposes that, in particular, the interaction between structural interventions and leadership warrants further study. Also, little is known about integration project management and integration team composition or the interaction between integration context and collective sensemaking processes. Finally, there is a shortage of research on temporal dynamics within integration projects. The review demonstrates that M&A scholars made substantial progress regarding our understanding of the M&A integration process, yet much remains to be done.

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Section: Resultsmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 95%

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The Challenge of Integration: A Review of the M&A Integration Literature

Steigenberger

2016

Int J Management Reviews

130

126

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“…This, however, has proven to be rather difficult. Employees’ identifications with their premerger organization often prevail over their identification with the postmerger identity (Amiot, Terry, & Callan, ; Edwards & Edwards, ; Rouzies & Coleman, ). Moreover, it seems that identification with the premerger organization often increases at the beginning of the merger (Gleibs, Mummendey, & Noack, ).…”

Section: The Social Identity Perspective On Mandamentioning

confidence: 99%

Identity Management during Organizational Mergers: Empirical Insights and Practical Advice

Giessner

Horton

Humborstad

2016

Social Issues Policy Review

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Mergers and acquisitions (M&As) are increasingly undertaken in both the private and public sector, as organizations vie for competitiveness within challenging economic climates. Yet, the social costs of M&As are rarely considered in the planning and implementation of these impactful organizational change processes. In this review, we take a social identity approach to M&As, exploring the impact of M&A activities on employees and their local communities. Specifically, we outline the pivotal role played by identity reputation and continuity, intergroup structure and processes, leadership and justice in managing employee adjustment during M&As. Throughout our review, we pay close attention to the managerial implications of our findings for strategic planning and best practices within M&A contexts. We conclude by outlining the implications of our review for the development of official guidelines and social policies around M&A implementation.Merger and acquisition (M&A) activities are one of the primary strategies for organizations to secure market competitiveness in an increasingly global market place Plan investments to manage human resources during the M&A Invest more time and resources into employees from the acquired (dominated) merger partner, i.e., those who experience a lower sense of continuity, than those from the acquiring organization Monitor levels of postmerger identification (e.g., employee surveys) in order to adjust intervention and communication strategies Tailor communication strategies for different change recipients.Communicate quickly with employees who are less-affected by the merger. Invest heavily into communication with employees who are more strongly affected by the merger. Additionally, invest in bottom-up communication channels that enable employees to voice concerns Facilitate the emergence of a positive transitional and future identity by promoting shared labels and positive collective visions of the new merged organization. Provide more autonomy to HR managers during the integration phase so that they can manage employee uncertainty and adjust their communication and training efforts in flexible ways. 2. Intergroup structure and processes

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“…In M&A integration, SIT promotes intergroup-based strategies to diminish status differences between merging groups. These strategies are used to remove the common status and dominance barriers to successful integration (Seo and Hill, 2005) using measures such as intergroup social interaction (Rouzies and Colman, 2012), enhancing intergroup permeability (Terry et al, 2001) and establishing a new corporate identity (Terry et al, 2001). The thrust behind this approach is to remove the employee's identification with their existing organization, and replace it with identification aligned to the newly formed organization.…”

Section: Sit Integration and The Joint-brand Contextmentioning

confidence: 99%

Managing change after the merger: the value of pre-merger ingroup identities

Joseph

2014

Journal of Organizational Change Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to examine the role that pre-merger identification plays within a post-merger setting. Social Identity Theory (SIT) has conflicting reports on the role that pre-merger identification plays in post-merger integration. The current research explores a case study where enhancing pre-merger identification resulted in positive post-merger identification and intergroup relations; progressing knowledge in the field by analysing the contextual factors that facilitate this outcome. Design/methodology/approach -The research follows a case study design applying integration method for the study of changes over time. Two sets of in-depth semi-structured interviews underwent content analysis to derive thematic findings. Case detail was also provided to frame the results. Findings -Findings of the research showed that the integration strategy used to facilitate pre-merger ingroup identification reduced the perceived status differences between groups, moderately improved ingroup relations, and significantly improved intergroup relations. Practical implications -For strategic planners involved in managing change during a merger, the findings provide an alternative integration strategy to be used within a joint-brand structure. The research also provides several analysis points that managers can use to design appropriate integration strategies. Originality/value -The findings are important for the application of SIT to mergers and acquisitions, which commonly view pre-merger identification as a barrier to integration. The current study outlines the contextual factors which strengthen the relationship between pre-merger identity and post-merger identification.

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Identification Processes in Post-Acquisition Integration: The Role of Social Interactions

Cited by 10 publications

References 47 publications

The Challenge of Integration: A Review of the M&A Integration Literature

The Challenge of Integration: A Review of the M&A Integration Literature

Identity Management during Organizational Mergers: Empirical Insights and Practical Advice

Managing change after the merger: the value of pre-merger ingroup identities

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