A Social Identity Analysis of Mergers and Acquisitions

Steffen R. Giessner*, Johannes Ullrich, Rolf van Dick

*Corresponding author for this work

Research output: Chapter/Conference proceedingChapterAcademic

19 Citations (Scopus)

Abstract

Dramatic organizational changes like mergers and acquisitions (M&As) often result in rather low levels of employee identification with the organization. This puts the financial and strategic objectives of M&As at risk, because lower post-merger identification results in more conflict, lower motivation, and as a consequence decreases organizational performance. This chapter provides insights into the professional management of identity and identification processes during post-merger integration. Based on a theoretical and practical framework of identity management during M&As, it summarizes how underlying employee motives and organizational status impact on the tensions and conflicts between merging organizations and their employees. It also discusses how appropriate management of identity continuity, fairness perceptions, and leadership can increase postmerger identification. Finally, some caveats and future topics of inquiry are discussed.

Original languageEnglish
Title of host publicationThe Handbook of Mergers and Acquisitions
PublisherOxford University Press
ISBN (Electronic)9780191743320
ISBN (Print)9780199601462
DOIs
Publication statusPublished - 20 Sep 2012

Bibliographical note

Publisher Copyright:
© Oxford University Press 2012. All rights reserved.

Fingerprint

Dive into the research topics of 'A Social Identity Analysis of Mergers and Acquisitions'. Together they form a unique fingerprint.

Cite this