Anatomy of a merger: behavior of organizational factors and processes throughout the pre‐ during‐ post‐ stages (part 2)

Appelbaum, Steven H.; Gandell, Joy; Shapiro, Barbara T.; Belisle, Pierre; Hoeven, Eugene

doi:10.1108/00251740010360579

Cited by 76 publications

(83 citation statements)

References 31 publications

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“…Announcement and messages should be transmitted through several “channels” in parallel and by arranging small group conversations rather than one large event. In contrast to suggestions to have the announcement in a big company meeting with room for questions (e.g., Appelbaum, Gandell, Shapiro, Belisle, & Hoeven, ; Cartwright & Cooper, ), the interviews reveal that in such meetings employees are often overwhelmed by their feelings of excitement or shock, and that they don't dare to ask particularly daunting questions.…”

Section: Resultscontrasting

confidence: 99%

Exploring the link between management communication and emotions in mergers and acquisitions

Zagelmeyer

Sinkovics

et al. 2016

Can J Adm Sci

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News on merger and acquisition (M&A) activities frequently dominate the popular business press. While the announcement of an M&A usually elicits enthusiasm in the business community, it also results in increased levels of uncertainty, stress, and anxiety for employees. Based on a qualitative analysis of four international M&A cases, this paper integrates emotions and communication during mergers and acquisitions in a conceptual framework. We argue that management communication and information flows during all stages of an M&A process represent affective events, which in a cognitive appraisal process trigger positive and negative emotions. These in turn may influence employee attitudes, behaviour, and performance, and ultimately also M&A success. Celles-ci pourraient influencer, à leur tour, les attitudes, les comportements et les rendements des employés, et, en fin de compte, la réussite de la M&A.

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Section: Resultscontrasting

confidence: 99%

Exploring the link between management communication and emotions in mergers and acquisitions

Zagelmeyer

Sinkovics

et al. 2016

Can J Adm Sci

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“…[9][10][11] All these characteristics are found in organizations such as health-care institutions, as they involve the personalities of the employees and their interpersonal communication at every level of their work, and which might therefore become sources of stress. 12,13 These factors can be divided into two groups:…”

Section: Introduction Changes In Health Carementioning

confidence: 99%

The role of burnout among Hungarian nurses

Palfi

Németh

Kerekes

et al. 2008

Int J of Nursing Practice

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This study was aimed to explore the occurrence of burnout among nurses in health and social institutions in Baranya County of Hungary, to reveal the connections between burnout and sociodemographic factors, and to learn its extent in different types of care. The survey was a one-off, representative sample with 805 questionnaires processed. The questionnaire was an internationally used and accepted standard paper designed for assessing burnout syndrome. The sample was given by nurses working in health and social care institutions in 2001. Intensive care nurses have the highest scores for burnout, followed by nurses in long-term care. Active ward nurses show the lowest scores for burnout. Burnout is twice as high among intensive care nurses (10.7%) than among long-term care nurses (3.6%), and the least is among active ward nurses (0.6%). Leaving one's job is closely connected with burnout (66%). Prevention could save health-care workers from burnout and leaving the job independently from nurses' sociodemographic factors.

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“…et al, 2000. All credibility will be lost if promises are made and later reneged [Appelbaum et al, 2000]. Increased frequency of honest and consistent communication could lead to the reduction of fear [Appelbaum et al, 2000], to the creation of a climate of mutual trust between employees and management.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Lack of clear vision can harm the cultural integration and result in a weak sense of identity [Appelbaum et al, 2000;Mitleton-Kelly, 2006]. Therefore, leaders need to act as cultural role models in the cultural integration process [Feldman and Spratt, 1999], actively demonstrate the new changed culture through their own, personal changed behaviours [Schein, 2004] and understand the needs and concerns of these individuals while managing the integration process [Mitleton-Kelly, 2006].…”

Section: Literature Reviewmentioning

confidence: 99%

“…For example, a senior manager explained his "angry" feeling: The previous literature highlights the benefits of honest and consistent communication for integration as; it could reduce fear, create a climate of mutual trust and also contribute to knowledge sharing, learning and competence development of newly formed organisation [Appelbaum et al, 2000;Christensen, 2006]. None of these seemed to happen in the case of this merger.…”

Section: I'm Worried We Have Overstretched Things This Time; Not Frommentioning

confidence: 99%

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The management of post-merger cultural integration: implications from the hotel industry

Saunders

Altınay

Riordan

2009

The Service Industries Journal

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This paper evaluates the effectiveness of post merger management of cultural integration in the hotel industry. Using a mixed method design incorporating a structured card sort of possible feelings and subsequent in-depth interview, data were collected from Head Office employees. Findings highlight the importance of human dynamics of a merger, emphasising the importance of strong leadership, open and honest communication as pre-cursors to mutual learning and suggesting the need for a pre merger cultural audit. Merging two organisations involves the dedication of a remarkable level of resources and activities both before and after the M&As and yet, a successful outcome is uncertain and it is subject to effective management of cultural integration. Keywords: mergers and acquisitions, cultural integration, leadership, communication, hotels INTRODUCTIONIn the last decade there has been a considerable increase in the intensity of Merger and Acquisition activity with each successive year setting a new record for the total value of Mergers and Acquisitions [M&As] transacted. In 2006 this figure reached deals worth £1,920 billion worldwide [Rushe, 2006] and deals exceeded £510 billion in the first three months of 2007, the busiest first quarter on record [Kennedy, 2007]. Cross-border or international M&A are particularly prevalent; during the 1990s the value of cross-border M&A increased five-fold and also looks set to continue [Manchin, 2004]. Within the global hotel industry the level of M&A activity in the past two years is described as 'whirlwind' [Deloitte, 2006: 2], with private equity firms in particular becoming heavily involved in hotel real estate and M&A activity.The hotel industry is widely recognised as operating in a complex, highly fragmented environment [Allison, 2004;Wong and Pang, 2003]. It is -2 -also closely related to the state of the economy and in recent years a number of environmental shocks such as the rapid emergence of the budget hotel sector, SARS, the 9/11 terror attacks and the Iraq war have triggered cross-border M&A as a strategy to develop competitiveness [Mintel, 2004]. It is regarded as a common and popular response to globalisation and the changing market environment in the hotel sector of the service industry [Canina, 2001;Kim and Olsen, 1999;Kwansa, 1994;Teare et al., 1997]. In particular, they allow organisations to buy market presence and share, and expand rapidly, and more importantly acquire management expertise in specific areas of need. For example, the acquisition of Holiday Inn brand by Bass Brewery provided knowledge and expertise in the international business, particularly in franchising [Goymour, 1988]. Marriott International and Hilton Hotels acquired Whitbread and Hilton Plc in order to have stronger market presence in the UK market, and also to benefit from the expertise and the accumulated knowledge of these organisations in the UK market [Hotels' Investment Outlook, 2007;Frewin, 2006].Despite the record-breaking deals and the potential benefits of M&As, the failur...

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Anatomy of a merger: behavior of organizational factors and processes throughout the pre‐ during‐ post‐ stages (part 2)

Cited by 76 publications

References 31 publications

Exploring the link between management communication and emotions in mergers and acquisitions

Exploring the link between management communication and emotions in mergers and acquisitions

The role of burnout among Hungarian nurses

The management of post-merger cultural integration: implications from the hotel industry

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