Challenges and Resilience: Managers’ perceptions of firm performance following M&As

Artikel

We study M&As, resilience and performance, identifying links between managers’ perceptions of performance and resilience, using trans-national organisational-level survey evidence (N=3613) 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.

Object Details

• Language: Englisch

References and Relationships

• Bibliographic citation: Journal: Applied Psychology: An International Review ; ISSN: 1464-0597 ; Volume: 69 ; Year: 2020 ; Issue: 4 ; Pages: 1470-1505 ; Hoboken: Wiley

Classification and Topics

• Classification: Wirtschaft
• Subject: resilience ; firm performance ; management perceptions ; mergers and acquisitions ; behavioural organisational psychology

Contributors, Places and Time

• Event: Geistige Schöpfung
• (who): Croucher, Richard ; Glaister, Keith W. ; Rizov, Marian ; Rofcanin, Yasin ; Wood, Geoffrey
• Event: Veröffentlichung
• (who): Wiley ; ZBW – Leibniz Information Centre for Economics
• (where): Hoboken
• (when): 2020

Further information

• DOI: doi:10.1111/apps.12228
• Handle: http://hdl.handle.net/10419/224499
• Last update: 10.03.2025, 11:43 AM CET