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Organisational Resilience in Acquisition Integration-Organisational Antecedents and Contingency Effects of Flexibility and Redundancy
Stockholm University, Faculty of Social Sciences, Stockholm Business School.ORCID iD: 0000-0002-4035-9531
Number of Authors: 32019 (English)In: Psychologie Appliquee: Revue Internationale, ISSN 0269-994X, E-ISSN 1464-0597, Vol. 68, no 4, p. 759-796Article in journal (Refereed) Published
Abstract [en]

Resilience has received increasing attention in organisational research; however, it has remained understudied in the context of acquisitions. This is surprising given acquisitions involve challenging events that would benefit from a consideration of organisational resilience. We outline how flexibility and redundancy, as dimensions of organisational resilience, influence acquisition outcomes. We find flexibility can lower negative impacts of competitor retaliation and employee resistance during acquisition integration, but this depends on a decentralised approach to managing integration. Additionally, it appears developing organisational resilience depends on acquisition experience.

Place, publisher, year, edition, pages
2019. Vol. 68, no 4, p. 759-796
National Category
Economics and Business
Identifiers
URN: urn:nbn:se:su:diva-175018DOI: 10.1111/apps.12199ISI: 000487839100007OAI: oai:DiVA.org:su-175018DiVA, id: diva2:1367261
Available from: 2019-11-01 Created: 2019-11-01 Last updated: 2019-12-09Bibliographically approved

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