Influence des managers d’interfaces lors d’un changement organisationnel : cas d’un processus d’intégration post-fusion

Thelisson, Anne-Sophie; Kin, Vichara

doi:10.3917/resg.144.0057

Cited by 4 publications

(4 citation statements)

References 38 publications

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“…Nevertheless, cultural diversity is highly beneficial when the merger is focused on innovation. The managers play an important role in the adoption of change through the transmission and dissemination of knowledge among employees [19].…”

Section: Change Management In Merger Situationsmentioning

confidence: 99%

Managing organizational change during a merger: The case of companies operating in the energy sector

Lebghadi,

Zammar

2023

E3S Web Conf.

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Faced with changes in their environment, companies are obliged to constantly improve their competitiveness. This sometimes involves introducing organizational changes, which can take the form of mergers and acquisitions. However, many corporate mergers have failed, prompting researchers to investigate the causes. Researchers are increasingly focusing on the human factor as a determining factor in the success of these operations, and more specifically. Although, this research remains limited, on the importance of change management, which has a significant influence on the outcome of these operations, which are always in demand by companies. This research paper aims to identify the role of organizational change management in the success of mergers, using companies operating in the energy sector as a case study. We adopted an interpretivist stance based on an inductive qualitative approach, through semi-structured interviews. The content analysis revealed that organizational change is accompanied by resistance and integration difficulties. In this study, several factors promoting the change management are highlighted, which could be further enriched by analyzing change in other contexts.

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Section: Change Management In Merger Situationsmentioning

confidence: 99%

Managing organizational change during a merger: The case of companies operating in the energy sector

Lebghadi,

Zammar

2023

E3S Web Conf.

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“…Par contre, la diversité culturelle est très bénéfique lorsque le rapprochement des entreprises est axé sur l'innovation. Les managers jouent un rôle important dans l'adoption du changement à travers la transmission et la diffusion des connaissances entre les employés [19].…”

Section: La Conduite De Changement Dans Les Situations De Fusions D'e...unclassified

Conduire le changement organisationnel dans le contexte de fusion-acquisition : cas d’entreprises opérant dans le secteur énergétique

Lebghadi,

Zammar

2023

SHS Web Conf.

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Dans un environnement concurrentiel, les entreprises se retrouvent dans l’obligation de renforcer leur compétitivité. Opter pour des opérations de fusion peut souvent être un moyen pour y arriver. Cependant l’échec d’un bon nombre de fusions d’entreprises a attiré l’attention des chercheurs en vue d’en connaitre les causes. Ceux-ci s’orientent de plus en plus vers le facteur humain comme élément déterminant de la réussite de ces opérations, et plus précisément, bien que ces recherches restent peu nombreuses, vers l’importance de la conduite de changement lors de ces opérations, toujours sollicitées par les entreprises. L’objectif de cet article est de déceler le rôle de la conduite de changement organisationnel dans la réussite des fusions, en prenant comme cas des entreprises opérant dans le secteur énergétique. Nous avons adopté une posture interprétativiste basée sur une approche qualitative inductive, à travers des entretiens semi directifs. L’analyse de contenu permet de constater que le changement organisationnel occasionné est accompagné de résistance et de difficulté d’intégration. Plusieurs facteurs favorisant la conduite de changement sont mis en avant dans cette étude, qui pourrait être enrichie davantage en analysant le changement dans d’autres contextes. Nous signalons que nous avons envisagé de réaliser cet article en d’autres langues.

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“…1. These people are identified as “boundary spanners” or “interface managers” (e.g. Thelisson and Kin (2021) for a review).…”

Section: Notementioning

confidence: 99%

Are we talking about merger or acquisition? Defining the integration process

Thelisson

2022

JBS

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Purpose When talking about mergers and acquisitions (M&As), few announcements clearly define if the operation will deal with a merger (where firms have an equal-to-equal relation) or acquisition (when one firm is in control of the operation and decides the integration process). Operations are commonly labeled M&A. Nevertheless, mergers remain rare, and the authors see that most of the time, operations designed and integrated with firms as equals end in the control of one of the entities over the other. Design/methodology/approach The authors investigate how two CEOs and their managers communicate during the due diligence period of a merger. The author describes the project merger of two French companies using longitudinal data. Findings This in-depth case study provides new insights into the due diligence period and the differences between M&As. The findings highlight how the decision to add an associate from a rival firm to the board ended the merger project as the situation evolved toward an acquisition in CEOs’ minds. Research limitations/implications The limitations are those concerning a single case study. Practical implications The paper highlights the complexity of merger negotiations and the unexpected events faced by stakeholders. The analysis, thus, contributes to an inclusive and integrative view of the challenges in the due diligence process, whereas first defining the operation as a merger or an acquisition is a first step in identifying the degree to which autonomy and interdependence will be given across firms, and how some strategic decisions will be implemented. This case study highlights two specific items that can be understood by managers as key elements in deal success: defining operations as a merger or an acquisition help internal and external stakeholders in planning the operation; leaving space for adjustment among partners engaged in negotiations during the due diligence period is also useful. Social implications Despite their frequency, merger and acquisition failures remain surprisingly high. This paper explores how stakeholders deal with merger negotiations. Originality/value The case provides insights into the due diligence period and the way minor events can impact the planned integration. Theoretical concepts and empirical findings from the literature are combined to present a single consistent picture. To the best of the authors’ knowledge, few studies address insights on strategic decisions made as the negotiation period remains a secret and sensitive stage, especially for a failed deal, but we were able to delve beneath the surface.

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Influence des managers d’interfaces lors d’un changement organisationnel : cas d’un processus d’intégration post-fusion

Cited by 4 publications

References 38 publications

Managing organizational change during a merger: The case of companies operating in the energy sector

Managing organizational change during a merger: The case of companies operating in the energy sector

Conduire le changement organisationnel dans le contexte de fusion-acquisition : cas d’entreprises opérant dans le secteur énergétique

Are we talking about merger or acquisition? Defining the integration process

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