The effect of integration approaches and human resources initiatives on changes in organizational culture and employee attitudes during a merger.

Febriani, Dea Mariska; Yancey, George B.

doi:10.1037/mgr0000084

Cited by 7 publications

(5 citation statements)

References 24 publications

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“…In addition, increases in justice perceptions and decreases in perceived threats facilitates employee identification during the post-merger period (Edwards et al, 2017). It was also found that HR initiatives can reduce culture shock so that employees will not feel the need to leave (Febriani & Yancey, 2019).…”

Section: Stream 2: Culturementioning

confidence: 94%

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Employee Perspective on Mergers and Acquisitions (M&As): A State-of-the-art Literature Review and Synthesis

Sarala¹

2021

Advances in Mergers &Amp; Acquisitions

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This chapter presents a review of the state-of-the-art in the employee perspective on mergers and acquisitions (M&As). Our aim is to enhance the understanding of the role of employees in M&As. The chapter contributes by presenting a synthesis of how the employee perspective has been studied by describing the methods, the context (industry and geographic location), and publication outlets. Furthermore, the chapter contributes by synthesizing the employee perspective literature into five distinct research streams: 1) Employee reactions, 2) Culture, 3) Communication, 4) Knowledge, and 4) Speed. We reflect on the main findings of each stream and conclude by proposing future directions for research on the role of employees in M&As to (re)generate interest in the topic.

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Section: Stream 2: Culturementioning

confidence: 94%

“…Middle management involvement in slower integration reduces turnover, while faster task integration reduces turnover within top management (King et al, 2020). Finally, friendliness of the acquiring company positively influences both M&A completion and speed (Ertugrul, 2013).…”

Section: Stream 5: Speedmentioning

confidence: 99%

Employee Perspective on Mergers and Acquisitions (M&As): A State-of-the-art Literature Review and Synthesis

Sarala¹

2021

Advances in Mergers &Amp; Acquisitions

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“…By utilizing Lewin's Three‐Stage Change Model, the present study highlights that to effectively manage organizational change to cope with the global crisis, a leader needs to communicate the change initiatives to their followers. This communication is important to minimize the fear, uncertainty, and dilemma associated with the organizational change process (Alasadi & Askary, 2014; Brown & Cregan, 2008; Febriani & Yancey, 2019; Reichers et al., 1997). Therefore, effectively communicating the organization's vision is one of the essential skills for a leader to manage organizational change in times of global crises (Kotter, 1995).…”

Section: Literature Reviewmentioning

confidence: 99%

Managing organizational change in responding to global crises

Islam

2023

Glob Bus Org Exc

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To cope with global crises, organizations go through various internal changes and adopt different survival strategies. Several researchers and practitioners have highlighted that employees are the key factors in implementing such changes. However, organizations often face difficulties in managing manpower effectively due to the complexities and ambiguities related to the said changes. To address this challenge, the present study proposes a comprehensive model to manage organizational change to effectively respond to global crises. This study highlights that “employee change‐championing behavior” (ECB) – also known as effective change‐supportive behavior of employees – is the key to successfully implementing the necessary organizational changes to tackle global crises. Utilizing the 3‐Stage Lewin's Model of Change as the foundation for analysis, this study proposes for “transformational leadership style” to substitute the “unfreezing stage,” “trust in leadership and work engagement” to substitute the “moving stage,” and “employee change championing behavior” to substitute the “refreezing stage.” Additionally, this study found that transformational leadership (TL) influences employee change‐championing behavior, while employee trust in leadership (ETL) influences employee work engagement (EWE). Moreover, trust in leadership and work engagement individually and sequentially mediate the relationship between TL and employee change‐championing behavior. This study offers a unique perspective for business leaders on how to manage organizational changes during global crises.

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“…M&As represent complex change environments, with risky and opportunistic M&As breeding uncertainty and having high failure rates [2], yet so popular even in times of global recession, they remain established tools of corporate strategy [3]. It was noted that 80% of the global M&A transactions had failed to produce the expected output to be contributed to the shareholders [4].…”

Section: The Failure-prone Nature Of Mandamentioning

confidence: 99%

A Study on the Merger and Acquisition of Goliath Bank and David Bank

Alexander,

Andrias

2023

Advances in Economics, Business and Management Research

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Merger and acquisition have seemed to be a generally-accepted and expected business strategy for any firm to grow. It does offer a compelling potential for exponential business growth and ROI to the shareholders. It is interesting that up to 70% of the global merger and acquisitions failed miserably. The milliondollar investment that the management and shareholders expected to be returned positively, turns out, even in some cases, to be a huge cost and an apparent valuedestroying decision. HR management issues are mostly the cause behind these failures, starting from as simple as misinformation to as profound as cultural integration failure. This case study investigated the strategies and implementation of compensation, talent placement, and internal communication in a merger and acquisition case of two multinational banks in Indonesia, and the case was dated back in 2018. To obtain valuable information and a better understanding of the overall picture of strategic planning, implementation, and best methods, triangulation was used in this study. This study solely used interviews for data collection methods and has conducted fifteen interviews clustered into three main categories-migrated employees, change agents, and consultants. The result of this study showed that these variables should not be left ignored, as it happened in many M&A cases. Not to mention that these variables are apparently the main component of how well M&A companies could be able to shift into full speed on productivity level after the integration process.

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The effect of integration approaches and human resources initiatives on changes in organizational culture and employee attitudes during a merger.

Cited by 7 publications

References 24 publications

Employee Perspective on Mergers and Acquisitions (M&As): A State-of-the-art Literature Review and Synthesis

Employee Perspective on Mergers and Acquisitions (M&As): A State-of-the-art Literature Review and Synthesis

Managing organizational change in responding to global crises

A Study on the Merger and Acquisition of Goliath Bank and David Bank

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