ABSTRACT

Organizational Psychology of Mergers and Acquisitions presents an extraordinary advancement on existing theoretical perspectives about organizational mergers and acquisitions. It takes a psychological approach and positions ‘micro’ psychological factors against ‘macro’ business factors. Spanning the fields of organizational and social psychology, this book discusses the hurdles that employees face during their transition into a new organizational reality.

This book helps readers learn how to build a healthy new organization by providing a framework on which to base corrective interventions. It also includes two vital tools for practitioners and consultants: a blue-print for in-vitro planning during the pre-merger phase and a blue-print for optimising the transition process during the post-merger integration stage. The authors provide a state-of-the-art review of published evidence and theories.

This book is essential reading for academics, researchers and post graduate students within industrial-organizational psychology, applied psychology, social cognition, human resource management, business and behavioural science.

  1. Understanding and Classifying Different Types of Mergers and Acquisitions
  2. Historical Trends in Mergers and Acquisitions and Why Employees Think of Them as Scary events involving job losses and other negative outcomes
  3. Psychobiology of human emotions, why employees experiencing mergers or acquisitions feel fear, anger and other negative emotions, and a new assessment toolkit
  4. What makes employees support or resist a merger or acquisition and what makes them want to quit?
  5. Why employees experiencing mergers and acquisitions think and act in terms of group dynamics of "us versus them"
  6. Why cultural differences in nonverbal language and workplace interactions create problems among employees experiencing mergers and acquisitions
  7. Good leadership in mergers or acquisitions is about charisma, dynamics with employees, personality, context and information processing
  8. Organisational learning is a common goal in mergers and acquisitions but what psychological processes help or hinder it?
  9. Considering occupational health and safety in due diligence for mergers and acquisitions – learning from lawsuits about cancer mortality