Towards a process model of emotional sensemaking in post-merger integration: linking cognitive and affective dimensions

Abstract

<jats:sec> <jats:title content-type="abstract-subheading">Purpose</jats:title> <jats:p>The purpose of this paper is to advance micro-level theorising of sociocultural post-merger integration (PMI) by merging insights from international business and management research on the cognitive and affective dimensions of PMI.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title> <jats:p>The paper follows a narrative approach to review the previously separate literatures on cognition and emotion in PMI situations. It draws on insights from management research beyond the PMI context to integrate these literatures and as a result, develops a process model of emotional sensemaking in PMI.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Findings</jats:title> <jats:p>An emotional sensemaking approach to PMI helps to explain when and why events might or might not motivate individuals to revisit their interpretation of a PMI and illustrates how and why similar PMI events can lead to opposite individual reactions and, thus, obtain heterogeneous integration outcomes.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Research limitations/implications</jats:title> <jats:p>The paper discusses how an emotional sensemaking approach can be applied to sociocultural PMI and points to new directions for future studies based on this application. As the model concentrates on the individual level, theoretical implications for sociocultural PMI at the meso- and macro-levels remain limited.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Originality/value</jats:title> <jats:p>This paper brings forward the dynamics that underlie the processes and outcomes of individuals’ behaviour and reactions to PMI events. The proposed process model of emotional sensemaking in PMI responds to recent calls by sociocultural PMI scholars to promote a processual rather than event-based view of PMI, with a focus on individual actors and an emphasis on the multifaceted dynamics and outcomes of PMI.</jats:p> </jats:sec>

The Role of Emotions in Middle Managers’ Sensemaking and Sensegiving Practices During Post-merger Integration

“…In particular, we uncover the powerful impact that positive and negative emotions have on middle managers' sensemaking dynamics. The recursive and reciprocal interactions we observed between emotions and cognitions add to research on the dynamic nature of emotions and their effects on sensemaking processes (Aromaa et al, 2020;Ashkanasy & Dorris, 2017;Heaphy, 2017;Schlindwein & Geppert, 2020). We further challenge the assumption that negative emotions are counterproductive and may impede the ability of middle managers to make sense of events (Maitlis & Sonenshein, 2010).…”

“…Schlindwein and Geppert (2020) note that the intensity of emotions determines whether actors will engage in sensemaking. Too much emotional intensity is likely to interrupt sensemaking activities as the cognitive capacity needs to be devoted to the emotion rather than the triggering issue or event.…”

“…Although most work is still conceptual, Bartunek, Rousseau, Rudolph, and DePalma (2006) reveal that their emotional responses influence employees’ sensemaking of organizational change. More recently, Helpap and Bekmeier-Feuerhahn (2016, p. 911) found that “emotions appear to be a crucial factor in shaping, directing, and priming individual sensemaking.” However, the precise role of emotions in the sensemaking process remains unclear, and we need a better understanding of the interaction between emotions and sensemaking (Aromaa et al, 2020; Heaphy, 2017; Schlindwein & Geppert, 2020).…”

“…Hence, we believe that there is a need for further research on how middle managers’ emotions influence their sensemaking and sensegiving practices (and vice versa). Following Schlindwein and Geppert’s (2020, p. 7) observation that “what is still missing in the research on PMI […] is a systematic conceptualization of how emotions shape sensemaking of PMI events and vice versa,” our study was guided by the research question: What is the role of emotions in middle managers’ sensemaking and sensegiving practices during PMI?…”

“…Nevertheless, we tried to follow existing guidelines to enhance the reliability of our study (Lincoln & Guba, 1985;Zhang & Shaw, 2012), such as triangulating data sources and presenting the entire research process of this study as clearly and transparently as possible. Schlindwein and Geppert (2020) note that the intensity of emotions determines whether actors will engage in sensemaking. Too much emotional intensity is likely to interrupt sensemaking activities as the cognitive capacity needs to be devoted to the emotion rather than the triggering issue or event.…”