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Dissertation/Thesis Abstract

The impact of leaders' communication and employee identification on post-merger and acquisition (M&A) cultural integration
by Salyachivin, Poomchai, D.Mgt., University of Maryland University College, 2013, 264; 3614143
Abstract (Summary)

Mergers and acquisitions (M&A) have become an important business strategy to help improve organizational performance. M&As have been identified as one of the key strategies to help organizations compete in the global economy and have become attractive business strategies widely adopted and utilized among industries and global businesses. From the employee perspective, a merger or acquisition event can create uncertainty, changes and job losses. The literature suggests that some mergers and acquisitions fail not so much because of financial factors but more often because of the lack of integration of organizational cultures and other human factors. There is general agreement among some authors that studying human factors, rather than just M&A financial factors, provides a far better understanding of M&As' successes and failures. Research on M&As suggests that managers should encourage employees to support an organizational (or collective) identity in order to maximize the positive outcome of M&As. Through an extensive systematic review of the literature and an evidence based research methodology, this dissertation critically analyzed and examined the following questions: 1) How does the process of cultural integration during the post-merger and acquisition (M&A) period impact the performance outcome of M&As, specifically, on employee commitment, employee turnover rates and employee job satisfaction? 2) What is the impact of employee identification with the organization in the M&A's organizational cultural integration process? 3) What is the effect of leaders' communication on employee identification with the organization during the post-M&A cultural integration period? Based on the findings from the systematic review of the literature, the research questions are addressed and recommendations for ensuring successful post-merger and acquisition (M&A) cultural integration are presented.

Indexing (document details)
Advisor: Edwards, Kathleen F.
Commitee: Dinauer, Leslie D., Gelatt, James P.
School: University of Maryland University College
Department: Doctor of Management Program
School Location: United States -- Maryland
Source: DAI-A 75/07(E), Dissertation Abstracts International
Subjects: Business administration, Management, Organization Theory
Keywords: Cultural integration, Employee organizational identification, Human factors, Leaders' communication, Mergers and acquisitions, Organizational culture
Publication Number: 3614143
ISBN: 978-1-303-79084-3
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