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Anatomy of a merger: behavior of organizational factors and processes throughout the pre‐ during‐ post‐stages (part 1)

Steven H. Appelbaum (Concordia University, Montreal, Quebec, Canada)
Joy Gandell (Concordia University, Montreal, Quebec, Canada)
Harry Yortis (Hydro‐Quebec, Montreal, Quebec, Canada)
Shay Proper (Montreal Stock Exchange, Montreal, Quebec, Canada)
Francois Jobin (Kruger, Inc., Trois‐Riviéres, Quebec, Canada)

Management Decision

ISSN: 0025-1747

Article publication date: 1 November 2000

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Abstract

The multiple organizational factors impacting on a merger as well as those processes being impacted on throughout the merger process will be examined. First, the issue of constant and lucid communication and its importance throughout the merger and acquisition (M&A) process will be addressed. Second, an examination of the current corporate culture and its effects on employees when two companies merge is analyzed, while illuminating the realities of the new culture. An exploration of change in general is examined, as well as the reaction of employees (resistance) to these changes. Next, the article addresses the critical issue of stress, which is an M&A outcome within the new and uncertain environment. The article concludes with the process of managing and strategy throughout the phases. Furthermore, the five major sections (communications, corporate culture, change, stress, and managing/strategy) are sub‐divided into three sub‐sections: pre‐merger; during the merger; post‐merger.

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Citation

Appelbaum, S.H., Gandell, J., Yortis, H., Proper, S. and Jobin, F. (2000), "Anatomy of a merger: behavior of organizational factors and processes throughout the pre‐ during‐ post‐stages (part 1)", Management Decision, Vol. 38 No. 9, pp. 649-662. https://doi.org/10.1108/00251740010357267

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MCB UP Ltd

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