By Verena Kusstatscher
After years of merger mania followed by means of a excessive failure expense, the significance of feelings is being said. Heretofore an under-researched, poorly understood subject is being given the eye it merits. coping 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 coping with feelings whereas integrating or extra businesses. Kusstatscher and Cooper disguise: 1. Why such a lot of mergers fail,2. Why M&A-related occasions are emotionally challenging,3. What feelings are,4. find out how to tackle feelings in an M&A context, and five. Why M&A-related feelings are vital. The book's pursuits are to: 1. Create know-how 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 steer managerial judgements, four. study 4 M&A instances to attract conclusions approximately which managerial habit and verbal exchange kind triggers which sorts of feelings in staff and, five. Describe the consequences employee's feelings have on M&A results. This penetrating paintings offers a wealth of research-based details, huge findings, and insights from an immense variety of resources and first-hand studies. It contains an intensive bibliography. We hugely suggest dealing with feelings in Mergers and Acquisitions to a person curious about 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)
Comparable to a civil marriage, in the organizational ‘marriage’, success does not only depend on the two personalities. Similar personalities do not necessarily match better than two diﬀerent but ‘compatible’ partners. In the same way, a successful integration of two cultures does not imply that the two cultures are similar. The congruence or ‘fit’ refers to the common preference for a certain acculturation mode to adopt after the M&A. The authors therefore provide an analysis of compatibility in various cultural combinations, relying on Harrison’s (1972) culture types (power, role, task/achievement, person/support) and on Nahavandi and Malekzadeh’s (1988) acculturation modes mentioned above.
Furthermore national culture (perceived culture distance) and the temporal dimension influence the degree of integration (Meschi, 1997). One of the most important factors in how well two companies integrate their cultures is the way the integration is managed. Fisher (1994) asserts that those are the best mergers where the managers of both companies take the time to thoroughly understand what they are getting into. The leaders must be willing to create a new culture that makes use of the best parts from both partners.
2000b; Dickmann, 2000; Marks and Mirvis, 1986). The literature mentions diﬀerent emotions in M&As. However these emotions are only mentioned and never defined, poorly described, hardly ever brought into context (causes and consequences) and never listed or analysed completely. The spectrum of emotions ranges from very ‘negative’ (or unpleasant) to quite ‘positive’ (or pleasant). Most of the aﬀected organizational members feel irritated and insecure. They are not (immediately) able to see the upcoming changes as a positive challenge.
Managing Emotions in Mergers And Acquisitions (New Horizons in Management Series) by Verena Kusstatscher