Career Dis-Integration and Re-Integration in Mergers and Acquisitions: Managing Competence and Motivational Intangibles
2001 (English)In: European Management Journal, ISSN 0263-2373, Vol. 19, no 6, 609-618 p.Article in journal (Refereed) Published
Mergers and acquisitions (M&A) are increasingly prevalent, powerful and risky corporate events. The resistance or support of people in the integration of two previously separate organizations plays a key role for their success or failure. In this paper we present a Career Concept approach to better understand and manage sources and incentives for individual contributions and reactions to M&A. As ‘merged’ corporations integrate previously separate organizations, they can often dis-integrate individual careers with lay-offs, reduced advancement opportunities, upset or changed career plans, and other resistance-generating changes. This is the poorest means of mobilizing motivation, experience, commitment and competence, all of which are usually seen as critical justifications for M&A in the first place. Organizations face opportunity to select new combinations and integrate work in ways that individual careers can be re-integrated into the goals of the M&A with the goals and motivations of participants affected by it, by recognizing and effectively supporting different motivational and competence profiles.
Place, publisher, year, edition, pages
2001. Vol. 19, no 6, 609-618 p.
Mergers & acquisitions, Career concepts, Motivation, Job security, Advancement opportunities, Career planning, Voluntary exit, Organizational drains, Co-competence combinations, Co-motivational integration
Research subject Business Administration
IdentifiersURN: urn:nbn:se:su:diva-56732DOI: 10.1016/S0263-2373(01)00086-XOAI: oai:DiVA.org:su-56732DiVA: diva2:412801