Career Dis-integration and Re-integration in Mergers and Acquisitions:: Managing Competence and Motivational Intangibles
Mergers and acquisitions (M&A) are increasingly prevalent, powerful and risky corporate events. The resistance or support of people in the integration of two previously separate organizations plays a key role for their success or failure. In this paper we present a Career Concept approach to better understand and manage sources and incentives for individual contributions and reactions to M&A. As 'merged' corporations integrate previously separate organizations, they can often dis-integrate individual careers with lay-offs, reduced advancement opportunities, upset or changed career plans, and other resistance-generating changes. This is the poorest means of mobilizing motivation, experience, commitment and competence, all of which are usually seen as critical justifications for M&A in the first place. Organizations face opportunity to select new combinations and integrate work in ways that individual careers can be re-integrated into the goals of the M&A with the goals and motivations of participants affected by it, by recognizing and effectively supporting different motivational and competence profiles.
Year of publication: |
2001
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Authors: | Larsson, Rikard ; Driver, Michael ; Holmqvist, Mikael ; Sweet, Patrick |
Published in: |
European Management Journal. - Elsevier, ISSN 0263-2373. - Vol. 19.2001, 6, p. 609-618
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Publisher: |
Elsevier |
Keywords: | Mergers & acquisitions Career concepts Motivation Job security Advancement opportunities Career planning Voluntary exit Organizational drains Co-competence combinations Co-motivational integration |
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