The Impact of Mergers and Acquisitions on People at Work: Existing Research and Issues

Cartwright, Susan; Cooper, Cary L.

doi:10.1057/9781137309341_8

Cited by 27 publications

(37 citation statements)

References 33 publications

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“…Such an insight is, to the best of our knowledge, missing from extant M&A research. Whilst the human side of M&A has received a wealth of scholarly attention since the 1980s, both as regards domestic (Buono & Bowditch, 1989;Cartwright & Cooper, 1990;Napier, 1989) and cross-border (Froese et al, 2007) transactions, the question as to whether the employee experience in cross-border transactions is different from that in domestic transactions remains open to debate (Teerikangas, 2012). Our findings enable us to contribute to this debate by observing that instead of the expected difficulty of the cross-border M&A experience, the domestic merger experience ought not be treated as a domestic one, as it is equally affected by the international.…”

Section: Discussionmentioning

confidence: 99%

“…The main focus in this line of work has been on the negative emotional experience, i.e. the anxiety and stress that major organizational upheavals such as mergers create in the involved organizations' employee bases (Cartwright & Cooper, 1990;Kiefer, 2002;Weber & Fried, 2011b). Less attention has been placed on the positive employee reactions incurred (Teerikangas, 2012).…”

Section: Literature Reviewmentioning

confidence: 99%

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The international experience in domestic mergers – Are purely domestic M&A a myth?

Reynolds

Teerikangas

2016

International Business Review

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Paralleling the rise of cross-border mergers and acquisitions (M&As) over the last decades, the academic study of the international dimensions and challenges of cross-border M&A has increased. This has led to a conceptual distinction between domestic M&As on the one hand, and cross-border M&As on the other hand. Our two ethnographic case studies on domestic mergers enable us to contradict this wellestablished assumption. We observe domestic mergers to be impacted by cross-border dimensions. These influences bear particular relevance on the merging organizations' employees' experience of the merger. In this light, the employee experience is deemed an international vs. domestic one. This leads us to posit that both academics and practitioners engaged with M&As need to bear caution with respect to the established domestic vs. cross-border divide. Our main contribution claims that in a globalized environment, purely domestic M&As are a myth. This finding bears important implications on the practice and theorizing on M&As and international management at large.

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Section: Discussionmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

The international experience in domestic mergers – Are purely domestic M&A a myth?

Reynolds

Teerikangas

2016

International Business Review

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“…Not surprisingly, then, mergers often fail to meet the strategists' initial objectives. Perceptions of the relative power of the merging organizations and their key representatives affect a variety of reactions among employees ranging from compliance to questioning and resistance (Cartwright and Cooper, 1990;Maguire and Phillips, 2008).…”

Section: Structural Changes and Identificationmentioning

confidence: 99%

What's happening to international business?

Michailova

Tienari

2014

Critical Perspectives on International Business

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Purpose – This paper aims to outline different views on international business (IB) as an academic discipline and looks into how IB scholars can cope with challenges to their disciplinary identity when stand-alone IB departments are merged with other departments such as management, marketing or strategy in business schools and universities. Design/methodology/approach – The article offers a critical reflection on the development and future of IB as a discipline. The two authors are an IB and a Management scholar, both of whom were engaged in recent departmental mergers at their respective business schools. While the authors do not analyze these particular mergers, their experiences are inevitably interwoven in the views they express. Findings – Mergers of stand-alone IB departments with other departments bring to light the nature of the IB discipline as a contested terrain. The article discusses how these structural changes challenge the disciplinary identity of IB scholars. It contributes, first, to discussions on the development of IB as a discipline and, second, to understanding identities and identification during major organizational change events in academia. Research limitations/implications – The authors suggest that the threat of marginalization of IB in the context of business schools and universities necessitates a move beyond the “big questions” debate to a critical self-examination and reflection on IB as a discipline and as a global scholarly community. Originality/value – The article offers a critical view on current processes and challenges related to IB as a discipline and an academic community.

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“…Addressing the people issues is acknowledged as an essential task when staffs from different organisations are brought together (Cartwright & Cooper, 1990;Hunt, 1987). For those staff required to report to management in a different organisation, the impact of collaboration is likely to be as acute as for a merger scenario.…”

Section: Existing Researchmentioning

confidence: 99%

Chocks Away: A Case Study of Police Collaboration to Achieve Savings and Efficiencies in Air Support

Dale

2012

The Police Journal

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While, in a period of austerity, the drivers to achieve savings through inter-force collaboration may appear compelling, evidence of successful delivery is not always easy to find. Arguably, the harsh reality is that collaborations focused on achieving efficiencies are challenging and complex and do not always sit comfortably with the 'short-term' culture of policing, which demands instantaneous results. As a consequence, many collaboration initiatives fail to progress to execution. Of those that do, several fail to achieve the benefits they aspire to.Learning lessons from failure can be painful in a culture which is unforgiving and demands accountability. Focusing on the successful creation of the South East Air Support Unit (SEASU) as a case study, the author has used both qualitative and quantitative methods to identify the generic success factors that contribute to successful project delivery and sustainability.The research shows that vision, leadership, trust, a compelling business case, sound project management and determination are all essential for successful delivery. However, even when a project is deemed a success the importance of change management cannot be overlooked, as the view from the ground can be different from that from above.

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The Impact of Mergers and Acquisitions on People at Work: Existing Research and Issues

Cited by 27 publications

References 33 publications

The international experience in domestic mergers – Are purely domestic M&A a myth?

The international experience in domestic mergers – Are purely domestic M&A a myth?

What's happening to international business?

Chocks Away: A Case Study of Police Collaboration to Achieve Savings and Efficiencies in Air Support

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