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Predicting who stays and leaves after an acquisition: a study of top managers in multinational firms

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  • Jeffrey A. Krug
  • W. Harvey Hegarty

Abstract

This study adds to current explanations of executive fate following a merger or acquisition by examining how executives' perceptions of merger events determine whether they stay or leave. Results indicate that executives' perceptions of the merger announcement, interactions with the acquiring firm's top managers following the merger, and long‐term effects of the merger significantly influenced their decision to stay or leave. These perceptions could be used to correctly distinguish between stayers and leavers in almost 80 percent of the cases. In addition, perceptions created when the target company was acquired by a foreign multinational made it more likely that the executive would leave. This finding demonstrates that foreignness continues to be an important determinant of executive perceptions in cross‐national mergers and acquisitions. Copyright © 2001 John Wiley & Sons, Ltd.

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  • Jeffrey A. Krug & W. Harvey Hegarty, 2001. "Predicting who stays and leaves after an acquisition: a study of top managers in multinational firms," Strategic Management Journal, Wiley Blackwell, vol. 22(2), pages 185-196, February.
    • Handle: RePEc:bla:stratm:v:22:y:2001:i:2:p:185-196
    DOI: 10.1002/1097-0266(200101)22:23.0.CO;2-M
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