A merger or acquisition (M&A) enables companies to increase in size, remain competitive, create shareholder value, and enhance efficiencies. The specific problem was the lack of studies that exist measuring changes in employee behavior, employee emotions, and employee satisfaction from the point of view of those acquired. The purpose of this study was to assist senior management in explaining further to what extent does attitudes and behaviors of employees have an impact on organizational culture because of a M&A. Through the use of a correlational research design, using data collected in an online cross-sectional survey, to measure and explore the relationships between latent variables reflecting the attitudes and behaviors of a sample size of 140 former Convergys employees after their acquisition by NetCracker. Five variables were operationalized using the OCAQ and QESCP items scores reported by 87 respondents. The evaluation of the path coefficients computed using PLS-SEM provided the evidence to address the four research questions, as follows:
RQ1. Former Convergys employee emotions were moderately negatively correlated (β = -.312) with the perceived organizational culture as measured with the OCAQ.
RQ2. Former Convergys employee behaviors were moderately negatively correlated (β = -.362) with the perceived organizational culture after the acquisition, as measured with the OCAQ.
RQ3. Former Convergys employees’ levels of satisfaction were moderately positively correlated (β = .298) with the perceived organizational culture after the acquisition as measured with the OCAQ.
RQ4. Management behavior, as measured with the QESCP, did not appear to act as a mediating variable between employee behavior, organizational culture, employee emotions, and employee satisfaction.
Future studies, should consider surveying former employees that left due to their own accord after the M&A. This could provide data on why the employee left, were there factors related to the M&A, and the overall affects that the M&A had upon these employees. Another recommendation for future research includes incorporating international employees. The information gleamed from this type of study could assist senior management in explaining further to what extent does attitudes and behaviors for both domestic and international employees have an impact upon organizational culture due to a M&A.
|Department:||Business and Technology Management|
|School Location:||United States -- California|
|Source:||DAI-A 79/03(E), Dissertation Abstracts International|
|Subjects:||Business administration, Organizational behavior|
|Keywords:||Acquisitions, Employee behavior, Employee motivation, Mergers, Organizational culture|
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