Managing Positive Change: Emotions and Communication Following Acquisitions

Harikkala-Laihinen, Riikka

doi:10.1080/14697017.2022.2091635

Cited by 2 publications

(2 citation statements)

References 110 publications

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“…It also helps employees understand the reasons behind changes (Sun et al, 2021). It plays a fundamental role in the common understanding of the roles and responsibilities, and it ensures that everyone is moving in the same direction while minimizing change uncertainty (Harikkala-Laihinen, 2022;Van Vuuren and Elving, 2008). Scholars have emphasized the importance of the quality of communication, defined as disclosing accurate, useful and timely information (Petrou et al, 2018;Rogiest et al, 2015).…”

Section: A Proposition Development For Organizational Change Capabilitymentioning

confidence: 99%

Developing organizational change capability: towards a dynamic, multi-faceted and multi-temporal model

Montreuil

2024

JOCM

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PurposeThe purpose of this paper is to provide a dynamic, multi-faceted and multi-temporal model of organizational change capability (OCC) to better grasp the complexity of this construct which is still mainly defined through its facilitating conditions rather than its own characteristics.Design/methodology/approachBuilding on the literature on organizational learning, punctuated equilibrium, continuous transformation, organizational ambidexterity and dynamic capabilities, this paper critically analyzes the OCC construct by challenging the ways it is currently studied.FindingsThis paper highlights that OCC contains five dynamically and temporally interrelated dimensions: learning from past change experience, managing continuous change, managing episodic change, managing change without compromising core organizational activities as well as anticipating future change. A set of propositions that link the construct to its facilitators and outcomes are also suggested.Originality/valueThis conceptual analysis shows that recognizing the existence of tensions in change management constructs is crucial to gaining a deeper understanding of the complexities that organizations are facing today. In addition, by proposing a model both in continuity with the literature by adopting a dynamic conception of OCC, but also in discontinuity by shifting the focal point of analysis towards the essence of the construct rather than its peripheral variables, this research takes a step forward to tackle the remaining misconceptions around the interpretation of change capability.

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Section: A Proposition Development For Organizational Change Capabilitymentioning

confidence: 99%

Developing organizational change capability: towards a dynamic, multi-faceted and multi-temporal model

Montreuil

2024

JOCM

View full text Add to dashboard Cite

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“…Negative emotions are particularly present among target firm managers. When an M&A is hostile or unequal (e.g., significant differences in the firms' sizes), they experience fear, stress, anxiety and uncertainty due to emotional registration of control loss, (identity) threat and a sense of illegitimacy Harikkala-Laihinen, 2020;Teerikangas, 2012).…”

Section: Nature Of Emotionsmentioning

confidence: 99%

The role of emotions during mergers and acquisitions: A review of the past and a glimpse into the future

Klok

Kroon

Khapova

2022

Int J Management Reviews

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Research on emotions during different phases of the merger and acquisition (M&A) process (i.e., pre-M&A, during M&A and post-M&A) has increased exponentially over the past three decades. However, few attempts have been made to integrate the findings. By systematically reviewing research on emotions during M&As published over the past 30 years, this paper aims to contribute to filling this gap. We organized our findings using a process framework, addressing emotional triggers, the nature of emotions and their dynamics, effects and management. Our review reveals several oversights in research on emotions during M&As, such as the emotional dynamics between the different M&A phases and the role of positive emotions. To address these oversights, future research is encouraged to (a) study emotions following a process-oriented perspective on M&As and include the (interrelationships between) different M&A phases, (b) address the emergence of emotional heterogeneity and homogeneity among organizational members during these phases, (c) investigate the widespread effects of positive emotions and take into account various levels of emotion and (d) explore how emotions can be successfully managed. The paper concludes with a discussion of how these research directions can advance research on emotions during the M&A process.

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Managing Positive Change: Emotions and Communication Following Acquisitions

Cited by 2 publications

References 110 publications

Developing organizational change capability: towards a dynamic, multi-faceted and multi-temporal model

Developing organizational change capability: towards a dynamic, multi-faceted and multi-temporal model

The role of emotions during mergers and acquisitions: A review of the past and a glimpse into the future

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