Home > Research > Publications & Outputs > Organisational Resilience in Acquisition Integr...

Electronic data

  • Resilience_RR3

    Rights statement: This is the peer reviewed version of the following article: Schriber, S. , Bauer, F. and King, D. R. (2019), Organisational Resilience in Acquisition Integration—Organisational Antecedents and Contingency Effects of Flexibility and Redundancy. Applied Psychology. doi:10.1111/apps.12199 which has been published in final form at https://onlinelibrary.wiley.com/doi/10.1111/apps.12199 This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving.

    Accepted author manuscript, 559 KB, PDF document

    Available under license: CC BY-NC: Creative Commons Attribution-NonCommercial 4.0 International License

Links

Text available via DOI:

View graph of relations

Organisational Resilience in Acquisition Integration—Organisational Antecedents and Contingency Effects of Flexibility and Redundancy

Research output: Contribution to journalJournal article

Published
Close
<mark>Journal publication date</mark>1/10/2019
<mark>Journal</mark>Applied Psychology
Issue number4
Volume68
Number of pages38
Pages (from-to)759-796
Publication StatusPublished
Early online date2/04/19
<mark>Original language</mark>English

Abstract

Resilience has received increasing attention in organisational research; however, it has remained understudied in the context of acquisitions. This is surprising given acquisitions involve challenging events that would benefit from a consideration of organisational resilience. We outline how flexibility and redundancy, as dimensions of organisational resilience, influence acquisition outcomes. We find flexibility can lower negative impacts of competitor retaliation and employee resistance during acquisition integration, but this depends on a decentralised approach to managing integration. Additionally, it appears developing organisational resilience depends on acquisition experience.

Bibliographic note

This is the peer reviewed version of the following article: Schriber, S. , Bauer, F. and King, D. R. (2019), Organisational Resilience in Acquisition Integration—Organisational Antecedents and Contingency Effects of Flexibility and Redundancy. Applied Psychology. doi:10.1111/apps.12199 which has been published in final form at https://onlinelibrary.wiley.com/doi/10.1111/apps.12199 This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving.