By Verena Kusstatscher
After years of merger mania observed through a excessive failure fee, the significance of feelings is being said. Heretofore an under-researched, poorly understood subject is being given the eye it merits. dealing with feelings in Mergers and Acquisitions involves grips with what a pacesetter can do to make mergers and/or acquisitions a profitable adventure for all concerned. The e-book tackles the query of handling feelings whereas integrating or extra businesses. Kusstatscher and Cooper conceal: 1. Why such a lot of mergers fail,2. Why M&A-related occasions are emotionally challenging,3. What feelings are,4. easy methods to tackle feelings in an M&A context, and five. Why M&A-related feelings are vital. The book's targets are to: 1. Create expertise of emotions,2. offer a accomplished conceptual framework to provide an explanation for the hyperlink among coping with feelings and M&A success,3. current a toolkit for measuring feelings to lead managerial judgements, four. study 4 M&A instances to attract conclusions approximately which managerial habit and communique type triggers which different types of feelings in staff and, five. Describe the results employee's feelings have on M&A results. This penetrating paintings presents a wealth of research-based details, wide findings, and insights from a huge variety of resources and first-hand stories. It comprises an in depth bibliography. We hugely suggest handling feelings in Mergers and Acquisitions to an individual interested in making plans or dealing with an M&A occasion.
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Extra info for Managing Emotions in Mergers And Acquisitions (New Horizons in Management Series)
Example text
It is hence more realistic to talk about coexisting subcultures and subidentities and not to refer to a single homogeneous culture when studying organizations (Sackmann, 1992). Since the coexistence of multiculturality is neglected in most of the M&A culture studies, in the following sections the expression ‘organizational culture’ refers to the culture of the company as a whole. , 1985). These studies follow a monolithic approach in general and rely on normative typologies of organizational cultures.
As a logical consequence emotions such as fear, anxiety, frustration, depression, anger and aggression may arise. Thus social identity theory can build an interesting background for a better understanding of post-merger integration processes. , 2001). ‘Organizational identity’ and ‘organizational culture’ are often used as synonyms, sometimes implicitly, sometimes explicitly (Irrmann, 2002). Since organizational culture is influenced by all organizational members, it will in any case change at the moment when the organization grows Post-merger integration as a change of social identity 35 through a merger or an acquisition.
The theory plays an important role in the field of social psychology, especially within studies of inter-group interaction, group behaviour and the social self. Identity can be seen as the way(s) an individual is or wishes to be known by certain others. It means a person’s definition and description of self. Social identity theory is based on the idea that people are divided or divide themselves into groups, and that individuals define themselves according to their group membership (ingroup) and in comparison to other groups (outgroups).