Between merger and syndrome: The intermediary role of emotions in four cross-border M&As
Recent M&A studies on human issues frequently call upon the 'merger syndrome' as a typical post-merger phenomenon and a concept used to describe the - usually negative - effects on the attitudes and behaviour of employees in the affected organizations. Interestingly, although mergers and acquisitions are considered highly emotional events, research on the emotional dimension of these events is still rare, especially as far as cross-border activities are concerned. Combining theory-based reasoning and inductive data-interpretation, this paper explores, analyses and discusses the role of emotions in mergers and acquisitions. Drawing on elements provided by cognitive appraisal theory, affective events theory, the literature on the merger syndrome, and qualitative in-depth interviews with employees, this paper introduces an analytical framework for investigating the role of emotions in international mergers and acquisitions. The qualitative analysis of four cross-border M&A cases focuses on the impact of managerial communication and behaviour on employee emotions, behaviour, and performance. In the final section we discuss the implications of the findings for management.
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Volume (Year): 20 (2011)
Issue (Month): 1 (February)
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References listed on IDEAS
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- Russ Vince, 2006. "Being Taken Over: Managers' Emotions and Rationalizations During a Company Takeover," Journal of Management Studies, Wiley Blackwell, vol. 43(2), pages 343-365, 03.
- Schweiger, David M. & Very, Philippe, 2001. "International mergers and acquisitions special issue," Journal of World Business, Elsevier, vol. 36(1), pages 1-2, April.
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- Very, Philippe & Schweiger, David M., 2001. "The acquisition process as a learning process: Evidence from a study of critical problems and solutions in domestic and cross-border deals," Journal of World Business, Elsevier, vol. 36(1), pages 11-31, April.
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