Post - acquisition integration as sensemaking: Glimpses of ambiguity

By Eero Vaara. 2003

375 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/1c4e76f9206436dadff5427867981d786f5ea7d2

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

The Cognitive Perspective in Strategy: An Integrative Review (2011, background): “Vaara (2003) illustrated these proceses in an empirical examination of a postmerger case, revealing considerable ambiguity concerning the roles of the different units and cultural confusion and misunderstandings, reinforcing ambiguity.”
Alliance or acquisition? A dyadic perspective on interfirm resource combinations (2007, background): “For example, well-known alliance concerns range from knowledge leakage, conflict management, and information asymmetry, to opportunistic behavior and coordination (Williamson, 1985; Khanna, Gulati, and Nohria, 1998; Gulati and Singh, 1998; Kale, Singh, and Perlmutter, 2000), while acquisitions are t”
Do Cultural Differences Matter in Mergers and Acquisitions? A Tentative Model and Examination (2008, background): “Also, because cultural differences are easy “attribution targets,” internal politics and power struggles may be seen or portrayed as being caused by cultural differences, even in circumstances where this is not the case (Vaara 2003).”
Event System Theory: An Event-Oriented Approach to the Organizational Sciences (2015, background): “…events as discrepant (Weick, 1995), surprising (Louis, 1980; Maitlis, 2005), confusing and uncertain (Cornelissen, 2012; Sonenshein, 2007), unusual (Vaara, 2003), critical (Hoffman & Ocasio, 2001), unexpected (Nigam & Ocasio, 2010), complex (Cornelissen, 2012), disruptive (Stigliani & Ravasi,…”
The Challenge of Integration: A Review of the M&A Integration Literature (2017, background): “In international mergers, the corporate language is also important, because it signals the dominance of one firm over the other and affects career paths as well as perceptions of identity and job security (Kroon et al. 2015; Piekkari et al. 2005; Vaara 2003).”
Expatriation as a Bridge Over Troubled Water: A Knowledge-Based Perspective Applied to Cross-Border Acquisitions (2005, background): “It can create a working environment filled with confusion, hypocrisy and politicizing, which may impede effective integration and value creation (Vaara 2003).”
Transitional Identity as a Facilitator of Organizational Identity Change during a Merger (2010, methodology): “Vaara (2001) adopted a sociopolitical perspective in tracking the merger of two Finnish fi rms, which broke down after fi ve years.”
Emotions in Organizations (2009, methodology): “Previous research (Ashforth & Humphrey, 1995; Vaara, 2003) emphasizes the crucial role that emotions play in mergers and acquisitions, which bring together people representing different national and organizational cultures and in which it is particularly important to create a feeling of community…”
Critical success factors through the Mergers and Acquisitions process:revealing pre- and post- M&A connections for improved performance (2013, background): “…Morosini (1998) 63 Galpin & Herndon (2007) 37 Schweiger (2002) 36 Marks & Mirvis (1998) 35 Pritchett, Robinson, & Clarkson (1997) 32 Soderberg & Vaara (2003) 31 Stahl & Mendenhall (2005) 29 Kusstatscher & Cooper (2005) 17 Pablo & Javidan (2004) 14 Hooke (1997) 13 Cassiman & Colombo (2006) 9…”
Cultural differences and capability transfer in cross-border acquisitions: the mediating roles of capability complementarity, absorptive capacity, and social integration (2007, background): “rally distant countries, creating false impressions that in turn trigger political behaviour and conflicts (Vaara, 2003).”
Cultural differences, convergence, and crossvergence as explanations of knowledge transfer in international acquisitions (2010, background): “A central reason is that national cultural differences are linked with national identity-building that often impedes cooperation (Olie, 1994; Vaara, 2003; Weber et al., 1996).”
A Recursive Perspective on Discursive Legitimation and Organizational Action in Mergers and Acquisitions (2010, background): “At the same time, various kinds of problems related to organizational resistance (Buono and Bowditch 1989), cultural incompatibilities and clashes (Cartwright and Cooper 1993, Stahl and Mendenhall 2005), and politicking (Vaara 2003) tend to emerge as organizational and managerial challenges.”