Mergers and Acquisitions: The Human Factor

By Jerie McArthur. 2000

135 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/9fecff3e71b57611e445070fe955f5b010b8b9a2

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In Strategy and Management

Citations in the corpus

M&A and innovation: The role of integration and cultural differences—A central European targets perspective (2016, background): “Due to incompatibilities, integration triggers disruption (Cartwright & Cooper, 1992), and cultural shock and a loss of identity may arise for employees who have to adopt the new norms and policies (Buono, Bowditch and Lewis, 1985).”
Incompatible strategies in international mergers: the failed merger between Telia and Telenor (2008, unknown): “The discussion of how this value creation potential is to be realised has, however, been left largely to the organisational fit literature (Buono, Bowditch, & Lewis, 1985; Cartwright & Cooper, 1992; Larsson & Lubatkin, 2001).”
The Impact of Leadership and Change Management Strategy on Organizational Culture and Individual Acceptance of Change during a Merger (2006, unknown): “Cartwright and Cooper (1992, 1996) have suggested that the degree of constraint placed on individuals when a change from one culture type to another is in progress, will depend on the types of cultures being merged. They relate this to the four culture types (power, role, task/ achievement and perso”
A Longitudinal Investigation of Coping Processes During a Merger: Implications for Job Satisfaction and Organizational Identification (2006, background): “…associated with it, and the fact that employees must relinquish an organizational identity that was previously important to them (their premerger organization) and shift their allegiance to the newly merged organization (Cartwright & Cooper, 1992; Hogg & Terry, 2001; Marks & Mirvis, 1992).”
Status, Legitimacy, and Ingroup Bias in the Context of an Organizational Merger (2001, background): “The sharp increase in the number of mergers and acquisitions that has been observed in recent years has been referred to by Cartwright and Cooper (1992) as an ‘unprecedented wave’ of such activity (see also Holson, 1999; Shrivastava, 1986).”
Multiple Commitments: A Conceptual Framework and Empirical Investigation in a Community Health Service Trust (2002, background): “, 2001), to demographic data (Savery and Luks, 2000) and to organizational change, for instance mergers and acquisitions (Cartwright and Cooper, 1992).”
Employee Adjustment to an Organizational Merger: An Intergroup Perspective (2001, background): “Such responses are particularly marked in response to an organizational merger, which, given the rapid speed of the change, the large-scale nature of the change, and the associated level of uncertainty, is likely to be a particularly stressful type of change (Cartwright & Cooper, 1992).”
Research note: The winds of change—Multiple identifications in the case of organizational mergers (2004, background): “Many authors consider loss in psychological attachment as one of the most problematic outcomes of organizational mergers (e.g., Cartwright & Cooper, 1992).”