Abstract
This paper focuses on research on the “human side” of global mergers and acquisitions (M&As). We argue that there is a need for a more fine-grained understanding of the “human side,” which requires conceptualizing M&As as practice-oriented processes. Drawing on the practice approach, we outline avenues for further research on the “human side” of global M&As. The research directions include (1) multilayered identity dynamics, (2) emotional processes, (3) participation and change agency, (4) resistance, (5) human resource management (HRM) practices and tools, and (6) new forms of communication.
Highlights
Researchers increasingly acknowledge that financial and strategic examinations provide incomplete explanations of success and failure in mergers and acquisitions (M&As) (Graebner, Heimeriks, Huy, & Vaara, 2017; King, Dalton, Daily, & Covin, 2004)
Will work at home lead to an increase in the feeling of isolation, which is a common consequence even in traditional M&As, and thereby increase resistance and non-participation? Or, will the organizational members be less affected by the M&As because by working from home, they identify less with their pre-acquisition organization culture, which leads to the development of weaker ingroups and outgroups? what kinds of HR practices and tools are useful for managing the integration of employees who are geographically dispersed or not physically at the office?
Our purpose in this agenda-building article was to highlight central themes that reflect important areas in earlier “human side” M&A literature. We believe that these areas can be even better understood with an increased focus on actors and agency in M&As, resulting in a richer and more nuanced understanding of human dynamics in the global context
Summary
Researchers increasingly acknowledge that financial and strategic examinations provide incomplete explanations of success and failure in mergers and acquisitions (M&As) (Graebner, Heimeriks, Huy, & Vaara, 2017; King, Dalton, Daily, & Covin, 2004). We have seen a proliferation of research on the “human side” of M&As (Buono & Bowditch, 1989; Hajro, 2015; Sarala, Junni, Cooper, & Tarba, 2016; Stahl et al, 2013; Weber, Shenkar, & Raveh, 1996) This body of research emphasizes the role of employees, human resource management (HRM) practices, social processes, and culture in M&As in determining the extent to which important strategic goals such as synergy realization and knowledge transfer can be realized (Sarala et al, 2016). New avenues for research on the “human side” of M&As In the following, we will identify and elaborate on the following areas as fruitful avenues for future examination These include (1) multilayered identity dynamics, (2) emotional processes, (3) participation and change agency, (4) resistance in, (5) HRM practices and tools, and (6) new forms of communication. We maintain that these are not the only interesting or relevant topics that are undertheorized or unexplored, but examples of central themes that could be further explicated through a practice lens
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