Anatomy of a merger: behavior of organizational factors and processes throughout the pre‐ during‐ post‐ stages (part 2)

Steven H. Appelbaum (Concordia University, Montreal, Quebec, Canada)
Joy Gandell (Concordia University, Montreal, Quebec, Canada)
Barbara T. Shapiro (Concordia University, Montreal, Quebec, Canada)
Pierre Belisle (Government of Quebec, Quebec City, Quebec, Canada)
Eugene Hoeven (Manager, IATA, Montreal, Quebec, Canada)

Management Decision

ISSN: 0025-1747

Publication date: 1 December 2000

Abstract

The multiple organizational factors impacting upon a merger as well as those processes being impacted upon throughout the merger process will be examined. Part 1 of this article examined corporate culture and its affects on employees when two companies merge and considered the importance of lucid communication throughout the process. Part 2 of the article addresses the critical issue of stress, which is an outcome within the new and uncertain environment. Finally, the article concludes with the process of managing and strategy throughout the phases, giving guidelines that managers and CEOs should follow in the event of an M&A. 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. This is intended to further assist managers and CEOs distinguish the important issues facing employees at each of the three junctures of the M&A process.

Keywords

Citation

Appelbaum, S., Gandell, J., Shapiro, B., Belisle, P. and Hoeven, E. (2000), "Anatomy of a merger: behavior of organizational factors and processes throughout the pre‐ during‐ post‐ stages (part 2)", Management Decision, Vol. 38 No. 10, pp. 674-684. https://doi.org/10.1108/00251740010360579

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MCB UP Ltd

Copyright © 2000, MCB UP Limited

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