CEO Discourse in Mergers and Acquisitions: Toward a Theory of the Promise–Realities Gap

Abstract

This study explores the nature and role of CEO discourse in mergers and acquisitions (M&A), and especially during the highly complex post-merger integration process. Abstraction from two extensive empirical data sources suggests that executive discourse in M&A can be seen as fitting a taxonomy involving four categories: dubbed the cartel, aesthetic, videogame and holistic communicator. It is furthermore purported that executive sense-making through discourse may need to be monitored around an ideal and permanently oscillating distance between the executive promise and the many different realities that stakeholders experience in the post-merger process: too little distance prevents change from happening, too much distance erodes the belief in the promised possibilities. This distance, named the promise–realities gap, is different for each (type of) stakeholder, as stakeholders perceive both the discoursed promise as also their everyday corporate realities in different manners. This individual perception of discourse and of the multitude of perceived realities and the volatility of their influencing variables exacerbate the successful management of the promise–realities gap.

Citation

Fendt, J. (2007), "CEO Discourse in Mergers and Acquisitions: Toward a Theory of the Promise–Realities Gap", Pasmore, W.A. and Woodman, R.W. (Ed.) Research in Organizational Change and Development (Research in Organizational Change and Development, Vol. 16), Emerald Group Publishing Limited, Leeds, pp. 105-153. https://doi.org/10.1016/S0897-3016(06)16004-8