Please use this identifier to cite or link to this item: http://hdl.handle.net/10419/224499
Authors: 
Croucher, Richard
Glaister, Keith W.
Rizov, Marian
Rofcanin, Yasin
Wood, Geoffrey
Year of Publication: 
2020
Citation: 
[Journal:] Applied Psychology: An International Review [ISSN:] 1464-0597 [Volume:] 69 [Year:] 2020 [Issue:] 4 [Pages:] 1470-1505
Abstract: 
We study M&As, resilience and performance, identifying links between managers’ perceptions of performance and resilience, using trans-national organisational-level survey evidence (N=3613) and follow up semi-structured in-depth interviews with managers involved in M&As and demerger. Drawing on the resilience and M&A literature, we identify reasons why employees in acquired firms may be less resilient in coping with the resultant changes than those of the acquirer and why this will negatively impact perceptions of performance. We explore the causes and consequences of variations in resilience and performance within firms that acquire others, and in those that have been demerged. As anticipated, we find that although managers in acquired firms tended to report worse performance than those in acquiring firms, both tended to be more positive than firms that had not taken part in an M&A at all. We draw out implications for theory and practice.
Subjects: 
resilience
firm performance
management perceptions
mergers and acquisitions
behavioural organisational psychology
Published Version’s DOI: 
Document Type: 
Article
Document Version: 
Accepted Manuscript (Postprint)

Files in This Item:
File
Size
1 MB





Items in EconStor are protected by copyright, with all rights reserved, unless otherwise indicated.