UZH-Logo

Maintenance Infos

Continuity and change in mergers and acquisitions: A social identity case atudy of a german industrial merger


Ullrich, Johannes; Wieseke, J; van Dick, Rolf (2005). Continuity and change in mergers and acquisitions: A social identity case atudy of a german industrial merger. Journal of Management Studies, 42(8):1549-1569.

Abstract

It is crucial from an employee’s point of view to perceive some degree of stability even in times of major organizational change. This paper examines the role
of a sense of continuity for organizational identification after an organizational merger. We argue that mergers and acquisitions so often end in failures partly because the change is designed in discontinuous ways and employees do not feel they are doing the same job after the merger as before. Such discontinuous change engenders a critical tension between positive and negative effects of identification that has not yet been fully understood. To deepen the understanding of this tension, in-depth interviews were conducted in a recently merged German industrial company. Based on these qualitative data we demonstrate how features of the postmerger company structure and the way it was implemented may have eroded
organizational identification. Finally, we propose a parsimonious model to be tested by future research, in which the sense of continuity is consisting of both observable as well as projected continuity.

It is crucial from an employee’s point of view to perceive some degree of stability even in times of major organizational change. This paper examines the role
of a sense of continuity for organizational identification after an organizational merger. We argue that mergers and acquisitions so often end in failures partly because the change is designed in discontinuous ways and employees do not feel they are doing the same job after the merger as before. Such discontinuous change engenders a critical tension between positive and negative effects of identification that has not yet been fully understood. To deepen the understanding of this tension, in-depth interviews were conducted in a recently merged German industrial company. Based on these qualitative data we demonstrate how features of the postmerger company structure and the way it was implemented may have eroded
organizational identification. Finally, we propose a parsimonious model to be tested by future research, in which the sense of continuity is consisting of both observable as well as projected continuity.

Additional indexing

Item Type:Journal Article, refereed, original work
Communities & Collections:06 Faculty of Arts > Institute of Psychology
Dewey Decimal Classification:150 Psychology
Language:English
Date:2005
Deposited On:15 Feb 2013 15:34
Last Modified:05 Apr 2016 16:32
Publisher:Wiley Online Library
ISSN:1467-6486

Download

Full text not available from this repository.

TrendTerms

TrendTerms displays relevant terms of the abstract of this publication and related documents on a map. The terms and their relations were extracted from ZORA using word statistics. Their timelines are taken from ZORA as well. The bubble size of a term is proportional to the number of documents where the term occurs. Red, orange, yellow and green colors are used for terms that occur in the current document; red indicates high interlinkedness of a term with other terms, orange, yellow and green decreasing interlinkedness. Blue is used for terms that have a relation with the terms in this document, but occur in other documents.
You can navigate and zoom the map. Mouse-hovering a term displays its timeline, clicking it yields the associated documents.

Author Collaborations