Integration managers' value‐capturing roles and acquisition performance

Teerikangas, Satu; Véry, Philippe; Pisano, Vincenzo

doi:10.1002/hrm.20453

Cited by 79 publications

(81 citation statements)

References 63 publications

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“…Several research studies in the field of M&A have used the case study approach to address various issues that arise following acquisitions, such as the management roles of the acquired firm (Graebner, 2004), the seller's view of the acquisition process (Graebner and Eisenhardt, 2004), explorations of the dynamics of pre-acquisition employee reactions in the acquired firm (Teerikangas, 2012), knowledge transfer in M&As (Ranft and Lord, 2002,;Zou and Ghauri, 2008), trust in M&As (Stahl, Larsson, Kremershof, and Sitkin, 2011) and trust asymmetries in acquisitions of entrepreneurial firms (Graebner, 2009), cultural clashes in high-tech M&As (Drori, Wrzesnievski, and Ellis, 2011), and the implementation of post-acquisition integration approaches (Monin, Noorderhaven, Vaara, and Kroon, 2012;Schweizer, 2006;Teerikangas, Very, and Pisano, 2011). Consistent with earlier research and owing to the interpretive nature of the study, we adopted an in-depth case study together with semi-structured interviews.…”

Section: Methodsmentioning

confidence: 99%

The effect of leadership style on talent retention during Merger and Acquisition integration: evidence from China

Zhang

Ahammad

Tarba

et al. 2014

The International Journal of Human Resource Management

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Leadership and talent retention are critical HR-related components in post-merger and acquisition (M&A) integration, but the extent to which these factors interact with each other and eventually contribute to the success of post-M&A integration is under-explored. The present study investigates the effect of leadership styles on talent retention strategies and on the effectiveness of post-M&A integration in a Chinese context. Based on in-depth examination of an M&A case study, we propose that an authoritative, coaching, task-focused, and relationship-focused approach has a positive influence on talent retention and effective post-M&A integration in a Chinese context. As far as talent retention strategies are concerned, authoritative leaders use communication, whereas leaders adopting a coaching style use an incentive structure to positively influence talent retention. Furthermore, task-focused leaders use position and performance in order to identify and retain talented employees. By contrast, relationship-focused leaders emphasize the guanxi network, communication, and an incentive structure in their strategies of talent retention.

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Section: Methodsmentioning

confidence: 99%

The effect of leadership style on talent retention during Merger and Acquisition integration: evidence from China

Zhang

Ahammad

Tarba

et al. 2014

The International Journal of Human Resource Management

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“…A detailed approach can appropriately address a locally contextualised situation (Miles and Huberman, 1994; Schwiezer, 2005). Following Siggelkow's (2007) recommendation that cases need to respond with particular questions and conditions, the AE-SME case demonstrates value because it offers insights into HR dynamics and a rare instance of seeing developed economy SME talent management in an emerging economy partnership (Schweizer, 2006;Riad, S., and Vaara, E. 2011;Teerikangas, Very, and Pisano, 2011;Vaara, E. and Tienari, J. 2011;Riad, Vaara and Zhang 2012).…”

Section: Research Methodology and Methodsmentioning

confidence: 99%

Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration

Stokes

Liu

Smith

et al. 2015

The International Journal of Human Resource Management

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The HR practices involved in global talent management continue to advance and evolve. A majority of talent management commentary is from multinational corporation (MNC) perspectives. However, the less commented small-to-medium sized enterprise (SME) also confronts challenges grounded in economic (i.e. resources, finance), organisational (i.e. size, scope and structure) and consequent behavioral rationales (i.e. mindsets and stances). This paper establishes and examines a number of propositions which consider how these factors impact on an advanced economy SME's talent management in emerging economy collaborations.An interpretive qualitative methodology is employed using interviews conducted within two cases -SME and an MNC comparator case. The SME case is used as the driving force of the paper and its theoretical focus and findings. The MNC is used to develop issues as a comparator case. The findings show SME economic and organisational drivers producing behavioral dynamics in relation to mimesis of planned actions yet informal serendipitous responses in reality; a predilection for the proximate and familiar; design configurations of short-term expatriate visits and inpatriates; cumulating in on-going inpatriate acculturisation and re-acculturation oscillation. Consequently, the implication is that the SME needs a HR practices encompassing resignation to the situation, flexibility and resilience in order to survive and progress.Keywords: HR practices, talent management, SME, inpatriates, acculturisation. 1 IntroductionHuman Resource (HR) practices around talent management -the recruitment, selection and retention of national and international talent by organizations -has attracted considerable scholarly attention (Collings, Scullion and Morley, 2007;Farndale, Scullion and Sparrow, 2010;Minbaeva and Collings, 2013). This work has focused primarily on HR practices in multinational corporation (MNC) contexts. This propensity is perhaps to be anticipated since MNCs possess complex multi-faceted infrastructures, expansive international operations, and, large marketing budgets which require (and can afford) the development of planned talent management systems.In contrast, by definition, small to medium-sized enterprises (SMEs), frequently lack the scale, scope, resources and international experience of MNCs. In essence, while SMEs may compete in segments of MNC markets, the 'world' of SMEs in terms of inter alia: decisionmaking, investment choices, culture and daily running of the firm -often led by family owner-directors and linked with a community rooted to a specific geographical locality -are all substantively different to MNCs. In response to SME proclivities, a substantive body of writing has been generated (Voordeckers, Van Gils and Van de Heuvel, 2007;Nieto, Santamaria, Fernandez, 2013;Lewis, 2015;Wang and Liu, 2015).Nevertheless, HR practices for talent recruitment and management in SMEs, and in particular as SMEs expand into international strategic partnerships, have been considerably less researched.Given t...

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“…Whilst most studies provide evidence supporting the argument that organisational justice is a key success factor in acquisition management, Meyer and Altenborg (2007) argue that the principle of equality embedded in the concept of organisational justice has a negative influence in M&A social integration. Independently of the positive or negative of effect of organisational justice, evidence suggests that the reasons behind corporate failure in crossborder acquisitions are increasingly directed towards the 'human factor' (Cartwright & Cooper, 1992;Stahl et al, 2013;Teerikangas & Very, 2006;Teerikangas, Véry, & Pisano, 2011;Weber & Fried, 2011b). The literature surrounding M&A activity is increasingly attempting to link this human dimension to perceptions of organisational justice and organisational commitment.…”

Section: Background Literature and Hypotheses Development Imentioning

confidence: 99%

Perceptions of justice and organisational commitment in international mergers and acquisitions

Gomes

Mellahi

Sahadev

et al. 2017

IMR

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Purpose Although there is substantial and accumulating evidence on the link between market entry modes and performance, evidence regarding their impact on employee’s perceptions and thereby their commitment is scarce. This is more so in mergers and acquisitions (M&As) where employee’s commitment has a significant impact on post-entry performance. The purpose of this paper is to examine the association between perceptions of justice and organisational commitment in cross-border M&As. Design/methodology/approach The authors draw on market entry and M&As’ literature and studies on the link between perception of justice and commitment to develop the hypotheses. The authors test the hypotheses with survey data from a merger of two culturally different partners – British and Japanese. A total of 128 responses were received, out of a sample of 151 non-managerial employees within the firm. Findings The results show a strong association between employees’ perceptions of justice during the merger and commitment to the new organisation. Surprisingly, the results do not support the widely reported interaction effects between different organisational justices and employees’ commitment. Research limitations/implications Obtaining data from a single M&A is a potential limitation of this study. Practical implications The study underscores the importance of post-market entry. The results suggest that particular attention needs to be paid to the way employees of the acquired firm are treated during their interactions with their counterparts. Originality/value The link between market entry and performance is well documented. However, little progress has been made in understanding the antecedents/factors that influence commitment in foreign market entry and in particular cross-border M&As. This study helps close this gap.

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Integration managers' value‐capturing roles and acquisition performance

Cited by 79 publications

References 63 publications

The effect of leadership style on talent retention during Merger and Acquisition integration: evidence from China

The effect of leadership style on talent retention during Merger and Acquisition integration: evidence from China

Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration

Perceptions of justice and organisational commitment in international mergers and acquisitions

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