Dissertation/Thesis Abstract

The dynamics of interpersonal relationships in a corporation after multiple mergers
by Foster, Patricia O., D.B.A., University of Phoenix, 2009, 458; 3381842
Abstract (Summary)

Mergers and acquisitions are a key component of many corporate growth strategies, yet companies often perform poorly after a merger, and can see a negative impact to profitability ranging from 23 to 50 percent (DePamphilis, 2003). Several factors are considered to contribute to this poor performance, including paying too much for an overvalued asset, lower than expected cost savings or changes in market or industry conditions (Cartwright & Cooper, 1993). An often overlooked factor in the success of a merger is the impact on employees (Antila, 2006; Grensing-Pophal, 2004). This qualitative phenomenological case study explored the lived experiences of a purposeful sampling of managers at a telecommunications company, who had been involved in two or more mergers. The study obtained their perceptions and interactions with employees of a single merger, and then how those interactions and feelings changed after a subsequent merger. Data suggested that the presence of conflict, preconceived ideas, existing corporate cultures and level of employee integration all impact the interpersonal dynamics of employees during a merger, and subsequent mergers can redefine how employees of the original merger interact.

Indexing (document details)
Advisor: Roberts, Chris
School: University of Phoenix
School Location: United States -- Arizona
Source: DAI-A 70/11, Dissertation Abstracts International
Subjects: Management, Organizational behavior
Keywords: Acquisitions, Corporation, Interpersonal relationships, Mergers, Organizational dynamics, Telecommunications
Publication Number: 3381842
ISBN: 978-1-109-45626-4
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