What, when, and who: Manager involvement in predicting employee resistance to acquisition integration

King, David R.; Bauer, Florian; Weng, Qingxiong; Schriber, Svante; Tarba, Shlomo

doi:10.1002/hrm.21973

Cited by 45 publications

(34 citation statements)

References 155 publications

(212 reference statements)

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“…Our broad identification of M&A research variable cross‐correlations (Appendix), research variable correlations with multiple measures of acquisition performance (Tables II‐IV), and relative weight of research variable impact in explaining different measures of acquisition performance (Table V) provides the building blocks for additional theory testing, as well as develop important contexts. For example, opportunities exist to consider the importance of context in national differences in cross‐border acquisitions (Bauer et al, 2018, family firms (e.g., Chirico et al, 2019; Meglio and King, 2019), and integration processes (Bansal and King, 2020; King et al, 2020). Further, we encourage researchers to use multiple measures of performance, as well as control for variables in the current meta‐analyses, to enable potential theoretical integration across fragmented areas of focus in M&A research.…”

Section: Discussionmentioning

confidence: 99%

A Meta‐Analytic Integration of Acquisition Performance Prediction

King

Wang

Samimi

et al. 2020

J Management Studies

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Different areas of focus in merger and acquisition (M&A) research have led to research fragmentation in theories and variables used to predict different measures of acquisition performance. We address fragmentation through broad meta‐analyses to identify relevant theories and predictor variables. Specifically, we find 16 constructs (method of payment (cash); method of payment (stock); acquirer debt; acquisition premium; relatedness; acquisition experience; alliance experience; acquirer firm size; target firm size; acquirer prior performance; target prior performance; acquirer R&D; national cultural distance; geographic distance; relative size; integration depth) that are significant predictors of different measures of acquisition performance. Our results support signalling theory that identifies the importance of deal characteristics, as well as contingency theory and the importance of context. With the exception of method of payment (stock), the impact of a predictor variable often varies across different measures of acquisition performance driving the need to assess theoretical explanations for underlying relationships. Overall, our results show there is value in integrating different theories to inform our understanding of acquisition performance.

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Section: Discussionmentioning

confidence: 99%

A Meta‐Analytic Integration of Acquisition Performance Prediction

King

Wang

Samimi

et al. 2020

J Management Studies

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“…Organizational development is also considered one of the forms of change aimed at the growth of the organization and the improvement of its performance (Khodaparasti et al 2020 ; Galy 2020 ). In general, change is the transformation from one state to another and a change in organizations or organizational change means a transformation, movement or modification from one state to another (Ellis et al 2020 ; King et al 2020 ).…”

Section: Literature Reviewmentioning

confidence: 99%

The Contribution of Healthcare Middle Managers as Change Agents in the Era of Covid-19: Critical Review

Ahmed

Hamdan

Alareeni

2021

The Importance of New Technologies and Entrepreneurship in Business Development: In the Context of Economic Diversity in Develo

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This paper critically investigates the contribution of effective Healthcare Middle Management as change agents based on recent studies, and argues that management change in a crisis such as the COVID-19 pandemic can be well-handled by Healthcare Middle Managers, who are critical components in the stability and success of organizational transformation in a turbulent economy. With the emergence of the COVID-19 pandemic, organizations around the world have struggled to adapt effectively to change, and healthcare organization have especially suffered through subjective responses. However, these methods have been proven ineffective by recent studies. This paper critically discusses the recent literature on the contribution of Healthcare Middle Managers as change agents in organizational change during cases of crisis and uncertainty. The results have shown that supporting Middle Managers in Healthcare is crucial for creating a sense of change to other immediate and relevant parties within the organization, while minimizing unnecessary costs and losses. Consequently, this paper contributes to clarifying the problem of not engaging the Middle Managers sufficiently with Healthcare owners and directors, and addresses the problem of disregarding Middle Managers as change agents. Thereby, the paper develops management knowledge, and it creates an opportunity for researchers to test this study on quantitative and qualitative methods in any population.

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“…Elements of the post‐transition mourning process also take place when organizational death is only partial. Specifically, when an acquired firm is subsumed by another firm, it often curtails the social environment and culture of the acquired firm, creating the feeling of organizational death for employees of the acquired firm (King, Bauer, Weng, Schriber, & Tarba, 2020; Marks & Mirvis, 2011). As part of this exit transition, employees often experience a sense of loss, lower organizational identification, and increased turnover intentions following acquisitions (Cho, Lee, & Kim, 2014).…”

Section: Involuntary Turnover and Exit Transitionsmentioning

confidence: 99%

The paths from insider to outsider: A review of employee exit transitions

Klotz

Swider

Shao

et al. 2020

Human Resource Management

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Employees' roles as organizational members often do not end immediately after they have made the decision to leave or it has been made for them. Instead, this decision serves as a turning point initiating an exit transition process. The purpose of this article is to consolidate prior scholarship in order to gain an understanding of the state of the science, as it pertains to exit transitions. Our literature review yielded almost 200 articles that have directly or indirectly studied the exit transition process. In organizing the insights from these studies, four categories of exit transition scholarship emerged—exit transitions in the context of voluntary turnover, involuntary turnover, temporary transitions, and top management exits. Moreover, our review indicated that exit transitions are shaped by three critical forces—the permanence of the transition, the magnitude of the identity change associated with the exit, and the organizational impact of the exit. We review research on each of the four categories and show how each type of transition is shaped by these forces. Finally, we turn our focus to the future of work and discuss how changes in the way that work is structured may alter the study of employee exit transitions in the future.

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What, when, and who: Manager involvement in predicting employee resistance to acquisition integration

Cited by 45 publications

References 155 publications

A Meta‐Analytic Integration of Acquisition Performance Prediction

A Meta‐Analytic Integration of Acquisition Performance Prediction

The Contribution of Healthcare Middle Managers as Change Agents in the Era of Covid-19: Critical Review

The paths from insider to outsider: A review of employee exit transitions

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