Researchers
have identified numerous reasons for employee resistance. First, a general
scepticism or fear after the announcement of an M&A, also known as the
'merger syndrome', results in distrust, tension and hostility between employees
and senior management (Blake and Mouton, 1985; Marks and Mirvis, 1986). Even if
only very few changes are to be implemented, M&A activity has a
destabilizing effect on the involved employees (Nikandrou et al., 2000).
Second, differences in management styles have been found to be negatively
correlated with M&A success (Datta, 1991). Third, cultural issues, both at
organizational and national level, have been identified as a main success
factor (Cartwright and Cooper, 1993; Morosoni et al., 1998; Amano and Suzuki,
2002). While the majority of scholars agree that organizational cultural fit
positively influences integration outcomes (eg Cartwright and Cooper, 1993),
they have found mixed and even contradictory results on the effects of national
cultural fit (Olie, 1994; Morosoni et al., 1998). Barkema et al. (1996) argue
that cross-border M&A might be more difficult, since companies have to
engage in a double-layered acculturation, that is both organizational and
national cultural integration.
Website: http://www.arjonline.org/business-and-management/american-research-journal-of-business-and-management/
Website: http://www.arjonline.org/business-and-management/american-research-journal-of-business-and-management/