We review our work as collaborators over nearly 40 years as researchers and OD practitioners on the human, cultural, and organizational aspects of mergers and acquisitions (M&A). This chapter addresses (1) how our thinking, research methods, and practices developed over time, (2) accounts of deriving theory from practice and contrariwise of applying theory to practical matters, (3) how our respective shifts from academe toward scholarly-practice influenced our thinking and how we write, and (4) varieties of scholarly collaboration – ranging from intensive interchange to sequential pitch and catch. Early work covers a study of a “white-knight” acquisition and then advising on post-merger integration in a hostile takeover, revealing the stages of a deal, dynamics of buyers and sellers, and human factors that produce the “merger syndrome.”
Throughout we talk about confronting challenges of the scholar-practitioner divide as it pertains to role definition and boundary management as well to our theorizing, writing, and publication agenda. The chapter concludes with reflections on doing applied research in collaboration with a colleague (and friend).
Mirvis, P.H. and Marks, M.L. (2017), "Co-Researching and – Doing M&A Integration: Crossing the Scholar-Practitioner Divide", Research in Organizational Change and Development (Research in Organizational Change and Development, Vol. 25), Emerald Publishing Limited, Leeds, pp. 171-202. https://doi.org/10.1108/S0897-301620170000025005
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