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Challenges and Resilience: Managers’ Perceptions of Firm Performance Following M&As

doi: 10.1111/apps.12228
handle: 10419/224499 , 10072/390844
We study mergers and acquisitions (M&As), resilience and performance, identifying links between managers’ perceptions of performance and resilience, using trans‐national organisational‐level survey evidence (N = 3,613) and follow up semi‐structured in‐depth interviews with managers involved in M&As and demerger. Drawing on the resilience and M&A literature, we identify reasons why employees in acquired firms may be less resilient in coping with the resultant changes than those of the acquirer and why this will negatively impact perceptions of performance. We explore the causes and consequences of variations in resilience and performance within firms that acquire others, and in those that have been demerged. As anticipated, we find that although managers in acquired firms tended to report worse performance than those in acquiring firms, both tended to be more positive than firms that had not taken part in an M&A at all. We draw out implications for theory and practice.
- Bath Spa University United Kingdom
- University of Leeds United Kingdom
- Griffith University Australia
- Middlesex University United Kingdom
- Middlesex University United Kingdom
330, N200 - Management studies, /dk/atira/pure/subjectarea/asjc/1200/1201; name=Arts and Humanities (miscellaneous), 650, behavioural organisational psychology, manager perception, N100 - Business studies, C810 Applied Psychology, N300 Finance, Psychology, resilience, N600 Human Resource Management, mergers and acquisitions, merger, ddc:330, acquisition, C810 - Applied psychology, Applied and developmental psychology, N600 - Human resource management, N100 Business studies, firm performance, management perceptions, Sustainability, /dk/atira/pure/subjectarea/asjc/3200/3204; name=Developmental and Educational Psychology, /dk/atira/pure/subjectarea/asjc/3200/3202; name=Applied Psychology, N300 - Finance, N200 Management studies
330, N200 - Management studies, /dk/atira/pure/subjectarea/asjc/1200/1201; name=Arts and Humanities (miscellaneous), 650, behavioural organisational psychology, manager perception, N100 - Business studies, C810 Applied Psychology, N300 Finance, Psychology, resilience, N600 Human Resource Management, mergers and acquisitions, merger, ddc:330, acquisition, C810 - Applied psychology, Applied and developmental psychology, N600 - Human resource management, N100 Business studies, firm performance, management perceptions, Sustainability, /dk/atira/pure/subjectarea/asjc/3200/3204; name=Developmental and Educational Psychology, /dk/atira/pure/subjectarea/asjc/3200/3202; name=Applied Psychology, N300 - Finance, N200 Management studies
citations This is an alternative to the "Influence" indicator, which also reflects the overall/total impact of an article in the research community at large, based on the underlying citation network (diachronically).4 popularity This indicator reflects the "current" impact/attention (the "hype") of an article in the research community at large, based on the underlying citation network.Top 10% influence This indicator reflects the overall/total impact of an article in the research community at large, based on the underlying citation network (diachronically).Average impulse This indicator reflects the initial momentum of an article directly after its publication, based on the underlying citation network.Average
