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
Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
| <mark>Journal publication date</mark> | 1/10/2019 |
|---|---|
| <mark>Journal</mark> | Applied Psychology |
| Issue number | 4 |
| Volume | 68 |
| Number of pages | 38 |
| Pages (from-to) | 759-796 |
| Publication Status | Published |
| Early online date | 2/04/19 |
| <mark>Original language</mark> | English |
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.