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  • IJHRM manuscript_RR2_23032016

    Rights statement: This is an Accepted Manuscript of an article published by Taylor & Francis in The International Journal of Human Resource Management on 04/05/2016, available online: http://www.tandfonline.com/10.1080/09585192.2016.1173084

    Accepted author manuscript, 502 KB, PDF document

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

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The complementing and facilitating nature of common ground in acquisitions – why task and human integration are still necessary in the presence of common ground

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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The complementing and facilitating nature of common ground in acquisitions – why task and human integration are still necessary in the presence of common ground. / Dao, Mai Anh; Bauer, Florian; Strobl, Andreas et al.
In: The International Journal of Human Resource Management, Vol. 27, No. 20, 12.11.2016, p. 2505-2530.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Dao, MA, Bauer, F, Strobl, A, Matzler, K & Eulerich, M 2016, 'The complementing and facilitating nature of common ground in acquisitions – why task and human integration are still necessary in the presence of common ground', The International Journal of Human Resource Management, vol. 27, no. 20, pp. 2505-2530. https://doi.org/10.1080/09585192.2016.1173084

APA

Dao, M. A., Bauer, F., Strobl, A., Matzler, K., & Eulerich, M. (2016). The complementing and facilitating nature of common ground in acquisitions – why task and human integration are still necessary in the presence of common ground. The International Journal of Human Resource Management, 27(20), 2505-2530. https://doi.org/10.1080/09585192.2016.1173084

Vancouver

Dao MA, Bauer F, Strobl A, Matzler K, Eulerich M. The complementing and facilitating nature of common ground in acquisitions – why task and human integration are still necessary in the presence of common ground. The International Journal of Human Resource Management. 2016 Nov 12;27(20):2505-2530. Epub 2016 May 4. doi: 10.1080/09585192.2016.1173084

Author

Dao, Mai Anh ; Bauer, Florian ; Strobl, Andreas et al. / The complementing and facilitating nature of common ground in acquisitions – why task and human integration are still necessary in the presence of common ground. In: The International Journal of Human Resource Management. 2016 ; Vol. 27, No. 20. pp. 2505-2530.

Bibtex

@article{641ffef3e863421bb9c4e8baa56a1091,
title = "The complementing and facilitating nature of common ground in acquisitions – why task and human integration are still necessary in the presence of common ground",
abstract = "This paper focuses on common ground as an informal coordination mechanism during post-merger integration. In particular, we investigate if shared knowledge and shared beliefs between acquirer and target trigger a self-coordination mechanism among employees and therefore can act as an alternative path to human integration in mature industries. We are arguing that a dynamic research approach capturing a period of one year from deal closing onwards is beneficial to better understand the integration autonomy dilemma and the necessary coordination mechanisms. Based on case study research, we find that common ground is a double-edged sword with benefits and weaknesses. While in a first period common ground fosters coordination and allows for efficient task integration, a sole reliance on common ground without any human integration measures and management commitment has clear disadvantages in the long run. It is observable that the commitment to change of employees disappears and organizational resistance occurs.",
keywords = "Common ground, M&A integration, human integration, shared beliefs, shared knowledge, task integration",
author = "Dao, {Mai Anh} and Florian Bauer and Andreas Strobl and Kurt Matzler and Marc Eulerich",
note = "This is an Accepted Manuscript of an article published by Taylor & Francis in The International Journal of Human Resource Management on 04/05/2016, available online: http://www.tandfonline.com/10.1080/09585192.2016.1173084",
year = "2016",
month = nov,
day = "12",
doi = "10.1080/09585192.2016.1173084",
language = "English",
volume = "27",
pages = "2505--2530",
journal = "The International Journal of Human Resource Management",
issn = "0958-5192",
publisher = "Routledge",
number = "20",

}

RIS

TY - JOUR

T1 - The complementing and facilitating nature of common ground in acquisitions – why task and human integration are still necessary in the presence of common ground

AU - Dao, Mai Anh

AU - Bauer, Florian

AU - Strobl, Andreas

AU - Matzler, Kurt

AU - Eulerich, Marc

N1 - This is an Accepted Manuscript of an article published by Taylor & Francis in The International Journal of Human Resource Management on 04/05/2016, available online: http://www.tandfonline.com/10.1080/09585192.2016.1173084

PY - 2016/11/12

Y1 - 2016/11/12

N2 - This paper focuses on common ground as an informal coordination mechanism during post-merger integration. In particular, we investigate if shared knowledge and shared beliefs between acquirer and target trigger a self-coordination mechanism among employees and therefore can act as an alternative path to human integration in mature industries. We are arguing that a dynamic research approach capturing a period of one year from deal closing onwards is beneficial to better understand the integration autonomy dilemma and the necessary coordination mechanisms. Based on case study research, we find that common ground is a double-edged sword with benefits and weaknesses. While in a first period common ground fosters coordination and allows for efficient task integration, a sole reliance on common ground without any human integration measures and management commitment has clear disadvantages in the long run. It is observable that the commitment to change of employees disappears and organizational resistance occurs.

AB - This paper focuses on common ground as an informal coordination mechanism during post-merger integration. In particular, we investigate if shared knowledge and shared beliefs between acquirer and target trigger a self-coordination mechanism among employees and therefore can act as an alternative path to human integration in mature industries. We are arguing that a dynamic research approach capturing a period of one year from deal closing onwards is beneficial to better understand the integration autonomy dilemma and the necessary coordination mechanisms. Based on case study research, we find that common ground is a double-edged sword with benefits and weaknesses. While in a first period common ground fosters coordination and allows for efficient task integration, a sole reliance on common ground without any human integration measures and management commitment has clear disadvantages in the long run. It is observable that the commitment to change of employees disappears and organizational resistance occurs.

KW - Common ground

KW - M&A integration

KW - human integration

KW - shared beliefs

KW - shared knowledge

KW - task integration

U2 - 10.1080/09585192.2016.1173084

DO - 10.1080/09585192.2016.1173084

M3 - Journal article

C2 - WOS:000385673500010

VL - 27

SP - 2505

EP - 2530

JO - The International Journal of Human Resource Management

JF - The International Journal of Human Resource Management

SN - 0958-5192

IS - 20

ER -