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  • HRM_ResistanceRR3v3b

    Rights statement: This is the peer reviewed version of the following article: King, DR, Bauer, F, Weng, Q, Schriber, S, Tarba, S. What, when, and who: Manager involvement in predicting employee resistance to acquisition integration. Hum Resour Manage. 2019; 1– 19. https://doi.org/10.1002/hrm.21973 which has been published in final form at https://onlinelibrary.wiley.com/doi/abs/10.1002/hrm.21973 This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving.

    Accepted author manuscript, 749 KB, PDF document

    Embargo ends: 22/05/21

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

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What, When and Who: Manager Involvement in Predicting Employee Resistance to Acquisition Integration

Research output: Contribution to journalJournal article

Published
  • David King
  • Florian Bauer
  • Quingxiong Weng
  • Svante Schriber
  • Shlomo Tarba
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<mark>Journal publication date</mark>1/01/2020
<mark>Journal</mark>Human Resource Management
Issue number1
Volume59
Number of pages19
Pages (from-to)63-81
Publication statusPublished
Early online date22/05/19
Original languageEnglish

Abstract

Applying sensemaking research to acquisition integration, we outline factors that influence employee resistance to acquisitions. While integration is widely viewed as important to acquisition outcomes, there is limited systematic study of how employees react to the integration process. Using survey data from Chinese acquirers and applying partial least squares structural equation modeling, we examine what changes with human and task integration with the speed of when changes are made to explore relationships with employee resistance. Consistent with a temporal perspective of acquisition processes and sensemaking we find slower task integration may mitigate employee resistance to acquisition integration. However, employee resistance to the speed that changes are made likely varies for who is involved, suggesting different roles for top and middle managers. Specifically, middle management involvement with slow human integration and top management involvement with fast task integration reduces employee resistance following an acquisition.

Bibliographic note

This is the peer reviewed version of the following article: King, DR, Bauer, F, Weng, Q, Schriber, S, Tarba, S. What, when, and who: Manager involvement in predicting employee resistance to acquisition integration. Hum Resour Manage. 2019; 1– 19. https://doi.org/10.1002/hrm.21973 which has been published in final form at https://onlinelibrary.wiley.com/doi/abs/10.1002/hrm.21973 This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving.